UNIT - 1 - Software Quality v2 - Refined at CSJMU - 6 Slides Handouts

Unit I
Introduction
 Traditional definition of quality:

Software Quality  fitness of purpose,
a quality product does exactly what
the users want it to do.
1 Software Engineering UNIT I . 2 Dr. Rabins Porwal
1 2
Fitness of purpose Fitness of purpose
A satisfactory definition of quality

 For software products,
for many products:
fitness of purpose: a car, a table fan, a food mixer,
satisfaction of the requirements microwave oven, etc.
specified in SRS document.  But, not satisfactory for software
products.
Software Engineering UNIT I . 3 Dr. Rabins Porwal Software Engineering UNIT I . 4 Dr. Rabins Porwal
3 4
Introduction Introduction
 Consider a software product:
 functionally correct,  Another example:
i.e. performs all functions as a product which does everything that
specified in the SRS document, users want.
 but has an almost unusable user
 but has an almost incomprehensible
interface.
and unmaintainable code.
cannot be considered as a quality
product.
5 6
Compiled by: Prof. Rabins Porwal 1

Unit I
Modern view of quality Correctness

 Associates several quality factors with a
software product : A software product is correct,
 Correctness  ifdifferent requirements as
 Reliability
specified in the SRS document
 Efficiency (includes efficiency of resource utilization)
 Portability
have been correctly implemented.
 Usability  Accuracy of results.
 Reusability
 Maintainability
7 8
Portability Reusability
A software product is said to be A software product has good
portable, reusability,
 ifit can be easily made to work in  if different modules of the product
different operating systems,
can easily be reused to develop new
 in different machines,
products.
 with other software products, etc.
9 10
Usability Maintainability
 A software product is maintainable,

A software product has good  iferrors can be easily corrected as and when
usability, they show up,
 if different categories of users (i.e. both  new functions can be easily added to the
expert and novice users) can easily product,
invoke the functions of the product.  functionalities of the product can be easily
modified, etc.
11 12

Unit I
Software Quality Management Quality system

System
A quality system consists of the
 Quality management system (or following:
quality system):  Managerial Structure
 principal methodology used by  Individual Responsibilities.
organizations to ensure that the  Responsibility of the organization as
products have desired quality. a whole.
13 14
Quality system Quality System Activities:

 Auditing of projects
 Every quality conscious organization has an
 Development of:
independent quality department:
 standards, procedures, and guidelines, etc.
 performs several quality system activities.
 needs support of top management.
 Production of reports for the top
 Without support at a high level in a company,
management
 many employees may not take the quality system  summarizing the effectiveness of the quality
seriously. system in the organization.
 Review of the quality system itself.
15 16
Quality system Quality system

 A good quality system must be well
 An undocumented quality system:
documented.
 sends clear messages to the staff about the attitude
 Without a properly documented quality of the organization towards quality assurance.
system,  International standards such as ISO 9000
 application of quality procedures become ad hoc, provide:
 results in large variations in the quality of the
 guidance on how to organize a quality system.
products delivered.
17 18

Unit I
Evolution of Quality Systems Evolution of Quality Systems

 Quality systems have evolved:
 over the last six decades.  Since that time,
 Prior to World War II,  quality systems of organizations
 way to produce quality products: have undergone
 inspect the finished products four stages of evolution.
 eliminate defective products.
19 20
Evolution of Quality Systems Evolution of Quality Systems

 Initial product inspection method :
 gave way to quality control (QC).
 Quality control:
 not only detect the defective products and
eliminate them
 but also determine the causes behind the
defects.
21 22
Quality control (QC) Quality control (QC)

 Quality control aims at correcting the  The next breakthrough,
causes of errors:  development of quality assurance
 not just rejecting defective products. principles
 Statistical quality control
 quality of the output of the process is
inferred using statistical methods
 in stead of inspection or testing of all
products
23 24

Unit I
Quality assurance Quality assurance
 Basic premise of modern quality  All modern quality paradigms

assurance: include:
 if an organization's processes are good  guidance for recognizing, defining,
and are followed rigorously, analyzing, and improving the
 the products are bound to be of good production process.
quality.
25 26
Total quality management Business Process Reengineering

(TQM)
 Advocates: A term related to TQM.
 continuous process improvements  Process reengineering goes a step
through process measurements. further than quality assurance:
 aims at continuous process
improvement.
27 28
Business Process Reengineering Total quality management

(TQM)
• Our focus is reengineering of the
 TQM goes beyond documenting
software process.
processes
• Whereas BPR aims at reengineering  optimizes them through redesign.
the way business is carried out in any  Over the years the quality paradigm has
organization shifted:
• not just software development  from product assurance to process
organizations. assurance.
29 30

Unit I
ISO 9000 What is ISO 9000 Certification?
 ISO (International Standards  ISO 9000 certification:

Organization):  serves as a reference for contract
 is a consortium of 63 countries established between independent parties.
to formulate and foster standardization.
 The ISO 9000 standard:
 ISO published its 9000 series of
 specifies guidelines for maintaining a
standards in 1987.
quality system.
31 32
What is ISO 9000 Certification? ISO 9000

 ISO 9000 specifies:
A set of guidelines for the
 guidelinesfor repeatable and high quality
product development. production process.
 Also addresses organizational aspects  not directly concerned about the
 responsibilities, reporting,
procedures, product itself.
processes, and resources for implementing
 a series of three standards:
quality management.
 ISO 9001, ISO 9002, and ISO 9003.
33 34
ISO 9000 ISO 9001:

 Based on the premise:  Applies to:
 if a proper process is followed for  organizations engaged in design,
production: development, production, and
good quality products are bound to servicing of goods.
follow.  applicable to most software
development organizations.
35 36

Unit I
ISO 9002:
ISO 9003
 ISO 9002 applies to:
 organizations who do not design products:  ISO 9003 applies to:
 but are only involved in production.
 organizations involved only in installation
 Examples of this category of industries: and testing of the products.
 steel or car manufacturing industries
 buy the raw product and design plans from
external sources:
 only manufacture products.
 not applicable to software development
organizations.
37 38
ISO 9000 for Software Industry Software vs. other industries

 ISO 9000 is a generic standard:
 Very difficult to interpret many
 applicable to many industries,
 starting from a steel manufacturing industry to a service clauses for software industry:
rendering company.
 software development is radically
 Many clauses of ISO 9000 documents: different from development of other
 use generic terminologies
products.
 very difficult to interpret them in the context of
software organizations.
39 40
Software vs. other industries Software vs. other industries

 Software is intangible
 therefore difficult to control.  During software development:
 It is difficult to control anything that we cannot see and  the only raw material consumed is data.
feel.  For any other product development:
 In contrast, in a car manufacturing unit:  Lot of raw materials consumed
 we can see a product being developed through stages
 e.g. Steel industry consumes large volumes of iron ore,
such as fitting engine, fitting doors, etc.
coal, limestone, etc.
 one can accurately tell about the status of the product
at any time.  ISO 9000 standards have many clauses
 Software project management is an altogether corresponding to raw material control.
different ball game.  not relevant to software organizations.
41 42

Unit I
Software vs. other industries ISO 9000 Part-3
 ISO released a separate document called

 Radical differences exist between ISO 9000 part-3 in 1991
software and other product  to help interpret the ISO standard for
development, software industry.
 difficult to interpret various clauses of  At present,
the original ISO standard in the  official guidance is inadequate
context of software industry.
43 44
Why Get ISO 9000 Certification? Why Get ISO 9000 Certification?
 Several benefits:
 Many international software
 Confidence of customers in an
organization increases development contracts insist:
 iforganization qualified for ISO 9001  development organization to have ISO
certification. 9000 certification.
 This is especially true in the international
market.
45 46
Why Get ISO 9000 Certification? Why Get ISO 9000 Certification?
 Requires:  Points out the weakness of an

a well-documented software production organization:
process to be in place.  recommends remedial action.
 contributes to repeatable and higher quality  Sets the basic framework:
software.  for development of an optimal process and
 Makes development process: TQM.
 focussed, efficient, and cost-effective
47 48

Unit I
How to Get ISO 9000 How to Get ISO 9000

Certification? Certification?
 An organization intending to obtain ISO  Application stage:

9000 certification:  Applies to a registrar for registration.
 applies to a ISO 9000 registrar for  Pre-assessment:
registration.
 the registrar makes a rough assessment
 ISO 9000 registration process consists of
of the organization.
several stages.
49 50
How to Get ISO 9000 How to Get ISO 9000

Certification? Certification?
 Document review and adequacy
audit:
• Compliance audit: the registrar
 process and quality-related documents. checks
 the registrar reviews the documents
• whether the suggestions made by it
during review have been complied.
 makes suggestions for improvements.
51 52
How to Get ISO 9000 ISO 9000 Certification

Certification?  An ISO certified organization
 Registration:  can use the certificate for corporate
 The registrar awards ISO 9000 certificate advertizements
after successful completions of all previous  cannot use the certificate to advertize
phases. products.
 ISO 9000 certifies organization's process
 Continued surveillance:  not any product of the organization.
 The registrar continues monitoring the  An organization using ISO certificate for
organization periodically. product advertizements:
 risks withdrawal of the certificate.
53 54

Unit I
Summary of ISO 9001

Requirements Management responsibility(4.1)
 Management responsibility(4.1):  Responsibility of the quality system.

 Management must have an effective  independent of the development process,
quality policy.  can work in an unbiased manner.
 The responsibility and authority of all  The effectiveness of the quality system:
those whose work affects quality:  must be periodically audited.
 must be defined and documented.
55 56
Quality system (4.2) and contract reviews

(4.3):
Design control (4.4):
A quality system must be maintained
and documented.  The design process must be properly
 Contract reviews (4.3):
controlled,
 Before entering into a contract, an  this includes controlling coding also.
organization must review the contract A good configuration control system
 ensure that it is understood, must be in place.
 organization has the capability for
carrying out its obligations.
57 58
Design control (4.4): Document control (4.5):

 Proper procedures for
 Design inputs must be verified as
 document approval, issue and removal.
adequate.
 Document changes must be controlled.
 Design must be verified.
 use of some configuration management
 Design output must be of required tools is necessary.
quality.
 Design changes must be controlled.
59 60

Unit I
Purchasing (4.6): Purchaser Supplied Products (4.7):
 Purchased material, including bought-in  Material supplied by a purchaser,

software:  for example,
 must be checked for conforming to
client-provided software must be
requirements.
properly managed and checked.
61 62
Product Identification (4.8): Process Control (4.9) :
 The product must be identifiable at  The development must be properly

all stages of the process. managed.
 In software development context this  Quality requirements must be identified
means configuration management. in a quality plan.
63 64
Inspection and Testing (4.10) : Inspection, measuring and test

equipment(4.11):
 In software terms this requires
 If integration, measuring, and test
effective testing i.e.,
equipments are used,
 unit testing, integration testing and
 must be properly maintained and
system testing.
calibrated.
 Test records must be maintained.
65 66

Unit I
Control of nonconforming
Corrective Action (4.14) :
product (4.13) :
 This is both about correcting errors when
 In software terms, found,
 keeping untested or faulty software  investigating why they occurred
 improving the process to prevent further
out of released product, occurrences.
or other places whether it might  If an error reoccurs despite the quality system,
cause damage.  the system needs improvement.
67 68
Handling (4.15) and Quality audits

(4.17): Training (4.18) :
 Handling (4.15) Deals with:  Training needs must be identified
 storage, packing, and delivery of and met.
the software product.
 Most items of ISO standard
 Quality Audits (4.17) :
 are largely common sense.
 quality system audit must be
carried out to ensure its
effectiveness.
69 70
Salient features of ISO 9001 Salient features of ISO 9001

requirements: requirements:
 Important documents independently
 All documents concerned with the checked and reviewed:
development of a software product  for effectiveness and correctness.
 should be properly managed, authorized,  The product should be tested :
and controlled.
 against specification.
 Proper plans should be prepared
 Several organizational aspects:
 progress against these plans should be
 e.g., management reporting of the quality
monitored.
team.
71 72

Unit I
Shortcomings of ISO 9001 Shortcomings of ISO 9001

Certification (1) Certification (2)
 ISO 9000 certification process
 ISO 9000 requires a production  not fool-proof
process to be adhered to:  no international accreditation agency
 but does not guarantee the process to exists.
be of high quality.  likely variations in the norms of
 Does not give any guideline for awarding certificates:

defining an appropriate process.  among different accreditation agencies
and among the registrars.
73 74

 In manufacturing industry
 Organizations qualifying for ISO 9001
 clearlink between process quality and
certification: product quality
 tend to downplay domain expertise.  once a process is calibrated:
 tend to believe that since a good process is  can be run again and again producing quality
in place, goods
 any engineer is as effective as any other  Software development is a creative
engineer in doing any particular activity relating process:
to software development.  individual skills and experience is significant
75 76

 Many areas of software development are
 ISO 9001 addresses mostly management aspects.
very specialized:  Techniques specific to software development have been
 special expertize and experience (domain ignored
expertize) required.  Configuration management
 ISO 9001  Reviews
 does not automatically lead to continuous  Release builds
 Problem Notification system
process improvement,
 Intranets
 does not automatically lead to TQM.
77 78

Unit I
SEI Capability Maturity Model SEI Capability Maturity Model

 Developed by Software Engineering  Major DoD contractors began CMM-based
Institute (SEI) of the Carnegie Mellon process improvement initiatives:
University, USA:  as they vied for DoD contracts.
 toassist the U.S. Department of Defence  SEI CMM helped organizations:
(DoD) in software acquisition.  Improve quality of software they developed
 The rationale was to include:  Realize adoption of SEI CMM model had
 likelycontractor performance as a factor in significant business benefits.
contract awards.
 Other organizations also adopted CMM.
79 80

 Can be used in two ways:
 In simple words,
 CMM is a model for apprising the software  Capabilityevaluation
process maturity of a contractor into  Software process assessment.
different levels.
 Can be used to predict the most likely
outcome to be expected from the next
project that the organization undertakes.
81 82
Capability Evaluation Software Process Assessment

 Provides a way to assess the  Used by an organization to assess its
software process capability of an current process:
organization  Suggests ways to improve the process
 Helps in selecting a contractor capability.
 Indicates the likely contractor performance  This type of assessment is for purely
internal use.
83 84

Unit I

Optimizing (5)
• The SEI CMM classifies software
Managed (4)
development industries into:
• Five maturity levels. Defined (3)
• Stages are ordered so that improvements at
Repeatable (2)
one stage provide foundations for the next
• Based on the pioneering work of Philip Initial (1)
Crosby
85 86
Level 1: (Initial) Level 1: (Initial)

 Organization operates  Software production processes are not
 without any formalized process or defined,
project plans  differentengineers follow their own process
 An organization at this level is  development efforts become chaotic.
 The success of projects depend on
characterized by
individual efforts and heroics.
 ad hoc and often chaotic activities.
87 88
Level 2: (Repeatable) Level 2: (Repeatable)

 Basic project management practices
 tracking
cost, schedule, and functionality are  Process used for different projects might
followed. vary between projects:
 Size and cost estimation techniques  earliersuccess on projects with similar
 function
point analysis, COCOMO, etc. applications can be repeated.
used.  Opportunity to repeat process exist when a
 Production process is ad hoc company produces a family of products.
 not formally defined
 also not documented.
89 90

Unit I
Level 3: (Defined) Level 3: (Defined)
 Management and development  The process though defined,

activities:  process and product qualities are
 defined and documented. not measured.
 Common organization-wide  ISO 9001 aims at achieving this
understanding of activities, roles, level.
and responsibilities.
91 92
Level 4: (Managed) Level 4: (Managed)

 Quantitative quality goals for products are set.
 Organization sets quantitative quality
 Software process and product quality are
measured: goals
 The measured values are used to control the  World-wide about 100 organizations
product quality.
 Results of measurement are used to evaluate
assessed at this level.
project performance
 rather than improve process.
93 94
Level 5: (Optimizing) Level 5: (Optimizing)

 Statistics collected from process and
 Identify best software engineering
product measurements are analyzed:
practices and innovations:
 continuous process improvement based on
 tools,methods, or processes are identified
the measurements.
 Known types of defects are prevented from  transferred throughout the organization
recurring by tuning the process  World-wide about 50 organizations have been
 lessons learned from specific projects assessed at this level.
incorporated into the process
95 96

Unit I
Key Process Areas Level 2 KPAs

 Software project planning
 Each level is associated with a key
 Size,cost, schedule.
process area (KPA) identifiers
 project monitoring
 where an organization at the previous
level must focus to reach this level  Configurationmanagement
 Subcontract management
97 98
Level 3 KPAs Level 4 KPAs

 Process definition and documentation  Quantitative
measurements
 Reviews  Process management
 Training program
99 100
Comparison between ISO 9001

Level 5 KPAs and SEI CMM
 Defect prevention  ISO 9001 awarded by an international
 Technology change management standards body
 Process change management  can be quoted in official documents and
communications
 SEI CMM assessment is purely for internal
use.
101 102

Unit I
Comparison between ISO 9001 Comparison between ISO 9001

and SEI CMM and SEI CMM
 SEI CMM was developed specifically for  SEI CMM provides a list of key areas
software industry:  on which to focus to take an organization from
one level to the other
 addresses many issues specific to software
 Provides a way for gradual quality
industry.
improvements over several stages.
 SEI-CMM goes beyond quality assurance
 e.g trying to implement a defined process before a
 aims for TQM repeatable process:
 ISO 9001 correspond to SEI-CMM level 3.  counterproductive as managers are overwhelmed by
schedule and budget pressure.
103 104
Remarks on Quality Model

Usage
 Highly systematic and measured approach to software
development process suits certain circumstances
 negotiated software, safety-critical software, etc
 What about small organizations?
 Typically handle applications such as e-comm. , ERP, SAP
etc.
 without an established product range,
 without revenue base, experience on past projects, etc.
 CMM may be incompatible
Software Engineering UNIT I . 105 Dr. Rabins Porwal
105

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Unit I

 Traditional definition of quality:

1 Software Engineering UNIT I . 2 Dr. Rabins Porwal

Fitness of purpose Fitness of purpose

A satisfactory definition of quality

Compiled by: Prof. Rabins Porwal 1

Modern view of quality Correctness

 A software product is maintainable,

Compiled by: Prof. Rabins Porwal 2

Software Quality Management Quality system

Quality system Quality System Activities:

Quality system Quality system

Compiled by: Prof. Rabins Porwal 3

Evolution of Quality Systems Evolution of Quality Systems

Evolution of Quality Systems Evolution of Quality Systems

Quality control (QC) Quality control (QC)

Compiled by: Prof. Rabins Porwal 4

Quality assurance Quality assurance

 Basic premise of modern quality  All modern quality paradigms

Total quality management Business Process Reengineering

Business Process Reengineering Total quality management

Compiled by: Prof. Rabins Porwal 5

ISO 9000 What is ISO 9000 Certification?

 ISO (International Standards  ISO 9000 certification:

What is ISO 9000 Certification? ISO 9000

ISO 9000 ISO 9001:

Compiled by: Prof. Rabins Porwal 6

ISO 9000 for Software Industry Software vs. other industries

Software vs. other industries Software vs. other industries

Compiled by: Prof. Rabins Porwal 7

Software vs. other industries ISO 9000 Part-3

 ISO released a separate document called

 Requires:  Points out the weakness of an

Compiled by: Prof. Rabins Porwal 8

How to Get ISO 9000 How to Get ISO 9000

 An organization intending to obtain ISO  Application stage:

How to Get ISO 9000 How to Get ISO 9000

How to Get ISO 9000 ISO 9000 Certification

Compiled by: Prof. Rabins Porwal 9

Summary of ISO 9001

 Management responsibility(4.1):  Responsibility of the quality system.

Quality system (4.2) and contract reviews

Design control (4.4): Document control (4.5):

Compiled by: Prof. Rabins Porwal 10

Purchasing (4.6): Purchaser Supplied Products (4.7):

 Purchased material, including bought-in  Material supplied by a purchaser,

Product Identification (4.8): Process Control (4.9) :

 The product must be identifiable at  The development must be properly

means configuration management. in a quality plan.

Inspection and Testing (4.10) : Inspection, measuring and test

Compiled by: Prof. Rabins Porwal 11

Handling (4.15) and Quality audits

Salient features of ISO 9001 Salient features of ISO 9001

Compiled by: Prof. Rabins Porwal 12

Shortcomings of ISO 9001 Shortcomings of ISO 9001

 Does not give any guideline for awarding certificates:

Shortcomings of ISO 9001 Shortcomings of ISO 9001

Shortcomings of ISO 9001 Shortcomings of ISO 9001

Compiled by: Prof. Rabins Porwal 13

SEI Capability Maturity Model SEI Capability Maturity Model

SEI Capability Maturity Model SEI Capability Maturity Model

Capability Evaluation Software Process Assessment

Compiled by: Prof. Rabins Porwal 14