Connecting Practice

In this context, the measurements to track progress toward achieving the quality goals generally fall into two categories:

1. Perception Measures - These measures are of the customers’ perceptions of the organization (obtained, for example, from customer surveys, focus groups, vendor ratings, compliments and complaints).
2. Performance Indicators - These measures are the internal ones used by the organization in order to monitor, understand, predict and improve the performance of the organization and to predict perceptions of its external customers.

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A workflow can usually be described using formal or informal flow diagramming techniques, showing directed flows between processing steps. Single processing steps or components of a workflow can basically be defined by three parameters:

1. input description: the information, material and energy required to complete the step
2. transformation rules, algorithms, which may be carried out by associated human roles or machines, or a combination
3. output description: the information, material and energy produced by the step and provided as input to downstream steps.

Components can only be plugged together if the output of one previous (set of) component(s) is equal to the mandatory input requirements of the following component. Thus, the essential description of a component actually comprises only in- and output that are described fully in terms of data types and their meaning (semantics). The algorithms’ or rules’ description need only be included when there are several alternative ways to transform one type of input into one type of output - possibly with different accuracy, speed, etc..

Especially when the components are non-local services that are invoked remotely via a computer network, like Web services, additional descriptors like QoS, availability, etc. have to be considered, too.

Source: Wikipedia, the free encyclopedia

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Below are some lists of quality reviews that typically are used to help build, measure quality, and prevent defects of work, product, service, and/or process deliverables.

Expert Review. Work, product, service, and/or process deliverables are reviewed by QA member who is considered have expert knowledge in the area to check the accuracy of content. This includes finding and correcting defects in the development of the process. Example: To ensure the information is accurate and well constructed prior to submission to project sponsor and client, the QA member needs to deliver Preliminary Business Case by performing Expert Review using the Template for Business Case and Approved Business Case for the Project.

Self-Checking Review. A self-checking review is usually the initial quality inspection for a task, and it may be the only one. The QA member who performs the task checks correctness, completeness, consistency, and conformance to quality standards and fulfillment of quality criteria.

Peer review. Co-workers carry out the peer review of work, product, service, and/or process structure to check quality, spread experience, and communicate ideas and approaches. They check the output of the task, make constructive suggestions, and take the opportunity to learn. Example: To review the final draft for completeness and construction, one needs to perform Peer Review of final draft.

Multi-person Review. A review carried out independently by several QA members to gain agreement between different stakeholders. Meeting or workshop is carried out to resolve differences and reach agreement.

Walk-through - A useful technique to validate both the content and structure of a deliverable, identify potential problems, uncover inconsistencies, find defects, and educate the audience. It encourages critical analysis and is therefore effective for design reviews. Thus, material should be circulated in advance. If particular participants have not done their homework, they should be excluded from this activity. Example: To review early draft for completeness, QA member needs to deliver Project Definition by performing Walk-through of early draft using the Template for Project Definition.

Workshop. Workshop brings stakeholders together with key developers and a professional facilitator to collectively define, analyze, or review solutions. They can be an effective way to build in and verify quality.

Formal review. The project manager or project team holds formal reviews with the project sponsor and client to obtain agreement on an issue or acceptance of work, product, service, and/or process. The contract sometimes specifies the scheduling and content of formal reviews. Typically, they are held on completion of a milestone. Example: To ensure the Business Case is in a fit state to be submitted to the Finance Review Committee, QA member needs to deliver Final Business Case by performing the Formal Inspection using the Template for Business Case.

Standard Audit. Carried out by QA member who is only focused on ensuring the deliverable meets a particular standard(s) and specification(s). That is, it focuses on compliance with the standard(s) and specification(s). It should be planned and implemented during each phase of the project.

Formal Inspection. A review of a deliverable by an inspector who would typically be external to the project team. The inspector captures statistics on suspected defects. It is a useful technique for use with documentation.

Process Review. A review of existing quality Processes in an organization that determines whether the existing quality processes are being followed and achieving the desired results, all necessary procedures and actions are being undertaken, and information is being recorded. Process Review is usually conducted by Project Office or Internal Audit who are independent from the project team. Moreover, it is appropriate to have processes reviewed for quality once the project is initially established. This may be useful to give the project sponsor and client a level of confidence in the team.

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Quality program is an operational activities that refer to the existing quality materials, procedures, tools, training, organization, and metrics that can be defined and used within an organization in achieving best practices characteristically with the following components:

1. Quality Materials - An artifacts used within an organization that detail how a particular aspect of the project must be undertaken to assist a QA team apply and improve quality in the project. Usually they are gathered and established in the framework of the quality initiative and lead to QA team activities improvement, such as:

• Adherence to relevant design, programming, documentation, security, and naming standards - there can be no deviation from Standards unless a formal variation process is undertaken, and approval granted;
• policies;
• templates;
• checklists;
• criteria; and
• guidelines.

Note it is also useful to have some representation from the receivers of these quality materials in order to ensure the QA team are not using jargon that makes it clear to the producers, but unclear to the receivers. This includes consulting any applicable client quality standards, templates, checklists, criteria, and guidelines; and incorporating them into the definition of quality materials.

2. Procedures - An outlined quality and/or design Control activities undertaken to help review and achieve quality of the project. Describe and establish how the project team will build these quality procedures into works, products, services, and processes. Use of best practice methods, techniques, and/or know-how steps for development, such as:

• document Control to control Project Documents at each Project Phase;
• define conditions and availability of required documentation;
• defining quality standards for the deliverables;
• design Waivers of requirements;
• configuration change control;
• change or problem reporting;
• define responsibilities;
• corrective actions;
• Quality Records;
• design changes;
• Nonconformance;
• risk management;
• Quality review;
• design review;
• sign-off; and
• others.

3. Training - The following activities may be necessary:

• Identifying skill needs;
• Specifying and designing any training requirements and strategies for the project team;
• Developing or identifying course materials;
• Integrating skill development, quality concepts, and motivational training; and
• Recording training needs as notes for training plan.

4. Tools - Support tools, such as:

• performance modeling;
• project planning;
• tracking; and
• others.

5. Organization - Clearly describe and assign the quality roles and responsibilities of all stakeholders for executing each element of the quality process, such as: Responsibility for gathering; and interpreting and reporting on measurements of effectiveness.

6. Metrics - Statistics or any status assessment in the project definition that demonstrate measurements and indicators of evidence are captured and established during the various activities undertaken as part of “Quality Assurance” to measure the progress and effectiveness of quality improvement activities. This includes identifying areas where quality improvements can be made. It is used to establish the baseline.

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