1. University of Sunderland CIFM03Lecture 5 1 QMS implementation and management CIFM03 Lecture 5

2. University of Sunderland CIFM03Lecture 5 2 Implementing a QMS for ISO 9001 certification let the standard determine the system let the processes determine the system design the quality management system

3. University of Sunderland CIFM03Lecture 5 3 Implementation  Awareness  Establish a team  Determine the current ISO 9000 status  Prepare an action plan  Implement the plan and track its progress  ISO readiness assessment

4. University of Sunderland CIFM03Lecture 5 4 Humphrey says: Launching a SQA Programme initiate the programme identify the issues write the plan establish standards establish the function train and promote implement the plan evaluate the programme

5. University of Sunderland CIFM03Lecture 5 5 Humphrey says: Be clear about responsibilities The people responsible for the software projects are the only ones who can be responsible for quality…….. The role of SQA is to monitor the way these groups perform their responsibilities.

6. University of Sunderland CIFM03Lecture 5 6 Process: ( Plan, Do, Check, Act ) “Plan”establish the objectives and processes; “Do”implement the processes; “Check”monitor and measure processes and product, and report the results; “Act”take actions to continually improve process performance;

7. University of Sunderland CIFM03Lecture 5 7 System: (QMSs should answer….) How do people know what to do? Do they know how well they are expected to do it? Who has the responsibility/authority to decide, agree, approve? Do people have the required training, skills, experience? Do people know how well they are performing?

8. University of Sunderland CIFM03Lecture 5 8 QMS Documentation QMS documentation systems are usually a layered structure.. Size and complexity of processes affect the levels of documentation required from one organisation to the next.

9. University of Sunderland CIFM03Lecture 5 9 QMS Records Implementation and operation of the QMS is shown by the RECORDS produced. –Project deliverables, –Meeting records, –Review records, –Test results, –Audit reports, –Problem reports, –Project deliverable release records, –Change requests, etc.

10. University of Sunderland CIFM03Lecture 5 10 QMS Effectiveness Purchaser -Development Organisation Development Organisation -Subcontractor (if any) Development Group -Support Management -Development Group Marketing -Development Group Q A Function -Development Group, Project Manager, etc. Development Group -User Project Manager -Management

11. University of Sunderland CIFM03Lecture 5 11 Measurement and Analysis An ISO 9001 QMS requires a defined data collection (measurement) programme. Any process or product data must be analysed to reveal the information it contains. For example: - Incidence of software defects/rework levels vs. targets. - Time trends. - Comparing planned and actual periods for tasks. - Correlation between productivity in function point terms and defect rates.

12. University of Sunderland CIFM03Lecture 5 12 Corrective and Preventative Action Corrective action – –considered and agreed –a record of decisions kept –effectiveness must be reviewed –further action must be planned as required. Preventative action – –pre-emptive –looks for defects and their causes –identifies the action to be taken –afterwards reviews its effectiveness –essential for continuous improvement

13. University of Sunderland CIFM03Lecture 5 13 ISO 9001:2000 Certification Process A straightforward certification process; preparation, audit, correct any problems, verify, grant of the certificate. Two abiding ideas at the core of thinking behind ISO 9001:2000…. –the Quality Principles from Lecture 2 –a fundamental plan-do-check-act approach

14. University of Sunderland CIFM03Lecture 5 14 Summary The process, system and documentation approaches of ISO 9001, the effectiveness of quality management systems, and the steps to certification against ISO 9001 ……….. have been discussed. QMSs need to be documented, implemented and effective; responsibilities must be clear.