Quality Management Options - Essay Example

? Project Management Project Management Part Discuss the relationship between quality management and the success/failure of software development projects For one to understand the relationship between quality management and software development projects: it is necessary to understand the meaning of the two issues in question. Many have tried to come up with a distinctive meaning of the word Quality management but seems it has elude all in its relationship and understanding, the term quality management cannot be generalized with a certain definition but its considered to incorporate four main components: quality planning, control, assurance and improvement. All these factors are not driven on product and service quality but, also on how to achieve them, so it does not entails the latter two but also quality assurance and control of the process in addition to the end product for an overall even and good quality. Contrary to the other software development, which can be termed in many different ways good examples, are software application development, software design, platform development, and many others. However, all said it is the development of a software product, they may include research in development of new designs, photo typing, reuse modification, maintenance, and re-engineering of result oriented software products. By trying to define it, we can say it is a structure driven on development of a software product. Then in trying to understand the two first, let us look at the former software development projects. There are different approaches of software development. Nevertheless, all this approaches share a common understanding and towards the following laid down processes: analysis of the problem, a market research on the problem, coming up with requirements for the proposed business solution. There is also generating a planned design for the solution based on the software, implementation of the software, a test drive for the software, use of the software in the market and lastly maintenance and fixing of any abnormalities in its use (Brooks 2005). Software development project are projects just like any other and to relate them to quality management one has to simplify the and try to understand them that way as to have a clear understanding of the two of them .quality management can be a big element too a smooth running of a software development project. Through quality management, a software development project is derived. for one to come up with a workable and profitable project one has to use and implement the workability’s and elements of quality management for this reasons we have to look at the ways and elements of quality management to understand the similarities, success and failures of software development projects as it is as any other project in quality management. There are certain elements that are adhered to in quality management that are essential and vital to project control these are; organization structure, responsibilities, data management, processes including purchasing’ resources natural and human resources, customer satisfaction, continuous improvement, product quality, maintenances, sustainability and transparency. All this factor has to be incorporated in system development project for it is to be viable (Brooks 2005). For a viable system, quality system adhere to certain elements that are co related and brings out a good relationship between the two that is quality management and system development success these are personnel training and qualification; control of product design, documentation, product design and its purchasing power, product identification, traceability at all stages of production. Process of controlling and defining the production both the systems and the product at the same time in this scenario. The production software, inspection should be defined and controlled and ensuring the test equipments is measured to standard. There is need for process validation, acceptance of products, reduction, and control of non-performing products when there is occurrence of errors and proper measures of control prevention of such, labeling, and packaging of controlling need evaluation. Handling storage distribution and installation of the required products recording servicing and statistical representation of technical issues will be carried out, as well. These are the responsibility of the management and the auditing departments as to ensure a quality system project (McConnell 2006). Through quality management there are certain qualities that system development projects has that are beneficial to the society these are; software project management allows cost of other developing software to be predicted thus reduces the uncertainties that surrounds production of them in form of budget and their cash out flows when under production. Thus, it relays a good trend to its benefactors and gives a clear picture to the owner or the company in production. Therefore, a better understanding of the market and the outcome in its financial level; hence, allowing for pricing of software based on the cost of development or the financial and economic outcome is certain before or during production. It also allows for planning of development cycles these ensures a even production of the product through out its life in use to the population and the time limits of its use thus enabling management to have a clear picture of its profitability margin and life in the market for future plans of the product. Allocations of developers and quality assurance engineers to the development life cycle of the product are certain also. The downfalls or failures of system development projects are that most of them if not a few percentage are cancelled before completion or they over run budget and over time. Nevertheless, some a designed to over to avoid this failures rate (Brooks 2005). In conclusion, for a good relationship between quality management and project system development one has to certain the quality on both sides. For this to be true, you need to understand the word itself and get the required or key areas of quality management to projects. Quality of project cannot be achieved by looking at a complete product and analyzing it to your future product. One can prevent defects from the product under performance project in many ways. On the software case in question, the best way to do this is by coding standards this is the simplest yet the most effective preventive measure. Other ways involve changing of management and defect documentation system. References: Brooks, Frederick (2005). The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition. New York, MIT Press. McConnell, Steve (2006). Rapid Development: Taming Wild Software Schedules. USA: MIT Press. Part 2 Discuss the benefits (and, if desired, disadvantages) of applying the PRINCE2 project management methodology PRINCE2 is a project management methodology that was developed by the UK government agency used for public projects by the government. It incorporates management control, organization. PRINCE2 is a form of planning that is derived from an earlier form known as PROMPTII. It is a planning; organizing thus ensuring, managing, and leading issues in question to certain resources are controlled in a better way to achieve the desired goals. This is a method on the public domain and it offers limited practice knowhow and guidance on project management but at the same time, it has a lot of potential in other aspect (Lewis 2006). A project should have organized and controlled beginning, work in progress in its course and a proper controlled ending. The key features of this methodology are; a good focus the justification of the business, a defined organization structural management team, a well-approached product based plan. There is also a need to divide the project into a controllable and managed stages and a more flexible applied level of appropriateness to the project. All this are the steps that this methodology of project management entails. PRINCE2 can be a benefit to operational goal in the sense that it gives one the required skills to project management where as a manager, director, or project manager. The roles of PRINCE2 in project management are organizing and controlling projects through ensuring that there is a manager in charge of the organization and control of the project. The customer, user, and supplier are all in form to the project. The project board is in place and ensures the latter three are in good way for initialization of the project. This methodology also has its own techniques; these techniques are project assurance, project support, scope, and the controlling change (Bjarne 2007). PRINCE2 is a form of project management with a structural approach with a generic method incorporating PROMPT methodology mixed with other ones like IBMS MITP methods. This gives and brings a clear framework in project management. It gives processes to coordinates people and activities in project with designs and supervises projects, also shows areas that need to be changed just incase of need. In this process, each method is specified with key point’s inputs and outputs that has specified goals and activities to be finalized allowing automatic control in any deviations of the process from what has been planed. There are stages or processes, which are to be followed in the methodology. These processes are as follows: starting up of a project, initiating the project, controlling the project, managing stages boundaries in the project, closing the project, managing the products boundaries and general planning. Looking at all the processes its better to understand them in a shallow or deepest way, but for a quality assurance lets put our noses around all of them, In starting up a project the project team is appointed, debriefing is done to the team in accordance to what the project is all about, what the project is to achieve and its justification in a business form. The overall approach to the project is defined and the next stage of the project is determined and planned then the board incorporates the next stage. The initiating stage is derived form the start up process where there is a development of a case for the project in a business scale. An approach to certain the quality of the project is determined and agreed upon together in accordance of controlling the project itself, projects control are set in this stage. Directing the project is the stage that determines how the boards control the project in overall. At this stage, the rules that govern the whole project are laid down for implementation; whether the stage plan is set or if the stage plan is incorrect, what should be done or control measures to set backs that can arise during such times (Hamilton 2004). Controlling the set stage refers to all stages set in the whole process are dictated and each stage is predetermined with its specific measures and controls. This includes all measures taken for the stage packages and their controls, it also shows the way in which project progress is monitored and reported to the board. Means of capturing and tabulating issues is put down with suggestions on how to deal with them (Joseph 2003). In managing stage boundaries gives what should be done at the end of a stage and also at the beginning of the next stage, it is the intermediate element to the whole process. It is a risk management stage where business case is shown. It shows remedies to stages, which have exceeded their expectations to the initial stage and how to report it. The activities include planning, updating plans and project business case not forgetting risk management controls, reporting stage plans and lastly coming up with good plans. Managing the product delivery is the stage where work to products allocation to teams is agreed and authorized, team members and leaders are chosen and the materials needed. All the expected effort, cost and time needed to finalize all the issues is set. Product delivery is ensured, progress actualization to the manager to ensure a proper workflow. The techniques used are product base planning and change control and quality review techniques (Hamilton 2004). In conclusion, PRINCE2 provides a clear define framework for project management. It describes procedures coordinating people and activities in a project as compared to other methodologies of project management. It shows ways to deal with the project if need be for its adjustment. It gives an automatic knowhow to project deviation if it arises because of its clear outlay of the whole project. It also allows for a clear and effective control of project resources because the project is divided into stages, it also provides a common language for all participants of the project. In its disadvantage, it is considered in effective in small projects and where requirements of the project are expected to change this is because of the documentation and methodology. References: Hamilton Albert (2004). Handbook of Project Management Procedures. TTL Publishing, Ltd. Bjarne Kousholt (2007). Project Management: Theory and practice. New York, NY: MIT Press. Lewis R. Ireland (2006). Project Management. McGraw-Hill Professional, The Definitive Guide to Project Management. Nokes, Sebastian, 2nd Ed. London (Financial Times / Prentice Hall): 2007. Joseph Phillips (2003). PMP Project Management Professional Study Guide. McGraw-Hill Professional, 2003. Part 3 The reasons why overrun is so common, and in some cases even inevitable Schedule overrun is a common factor in project management as asset back, schedule is the set of procedure taken to finalize certain and specified project, or are the condition set for project to be completed. In trying to understand the occurrences of cost overruns and delays in schedule one cannot put it in a simple sentence as many have tried to come up with explanations and research have been done but all are just theories that tend to determine reasons for such occurrences but still its important to understand the reason of such. The major contributing factor from is project changes although one cannot specify it to self-satisfaction but through research it is the leading factor. Project changes may vary the outlined budget and schedule. Nonetheless, in real sense, if you had set risk management measures in the beginning of the project, and put in control change management processes there should not be any occurrence of a cost overrun through out the phases of the project in the first place. What probably would be affected is the time and size alterations of the project. Nevertheless, it is always easier said than done or it simply applicable in theoretical nature only. The changes that are removed to a project or added are just a deviation to the original plan of the project just as said earlier. However, one’s ability to handle changes through out the phases of the project should be directly proportional to one’s ability to plan and execute the project at first. One should put in mind all the necessary inflows of uncertainty at first or with the ability to put a clause to each step on the way of the risk that the project might as well undertake (Meredith & Mantel 2008). This anyway is the dilemma that most project managers have in their completion of their work as managers and problem solvers. Leaving change in the picture is clear that other aspects do affect projects leading to cost overruns and schedule cuts or outflows. The biggest question is getting to know them alongside understanding ways in which one can outlay them in the future. They are there and they do not occur in the hiding or in specific phases of the project; they do occur in all those phases of a project and they can be big or just in small chunks that accumulate forming the unexpected in the end. To be specific, let us look at the four major ones that are foreseeable. They are: estimating values inaccurate, lack of good and real time visibility and control, lack of proper historical information to the subject in question and poor methodology in determining the project progress (McCain 2004). Time management has become a problem to most project management. Through proper planning, project managers can avoid this problem of schedule overrun. To do so, managers have to understand what project management time entails. These can be summarized in a few words: defining activities needed to complete projects, arranging these activities based on their dependencies, coming up with required resources and time for each activity. They also need to develop solutions based on schedule of the project, and working on the activities within the estimated time limit (Schwalbe 2010). An overrun of time my affect, quality, time, and in the end increasing the risk involved for the success of the project. Few elements can lead to schedule overrun, which entails increase in the overlaid reworks identified in the process of quality assurance, long activities as initially stated, if the stipulated resources are not available and lack of proper coordination. Project manager can take corrective action to schedule back in time by use of compression techniques. Compression technique is not necessarily applied in the occurrence of a schedule overrun, but can be applied incase they is a possibility of it happening or its being anticipated by the manager. Project management team can identify schedule-overrun risk during performance review and prevent the happening. Through quality management plan in planning stages at an earlier time can also help a lot in ensuring a proper time keeping. Schedule compression is an important toll in project management, as it shortens the project schedule without affecting the project scope, to achieve schedule constraints, putting dates, or other objectives that assist in scheduling (Meredith & Mantel 2008). When there is a gap in the running of a project if you are the project manager an action needs to be taken for the understanding, conceptualizing and solving the problem when it occurred. Steps need to be taken this are as follows and are applicable to the manager: first step is to analyze the situation, talk to the one in question and understand what is not working as required to be, check the functionality of the problem is or was tabulated in the outflow of the project, or during planning. If its was in the plans ware there but the team interpreted it wrongly find the gaps by discussing with your team to find the cause of the overrun and find the root cause ensuring its as clear as its (McCain 2004). Document the course of the problem if the gap in the functionality of the project phase is identified correctly with the defect and authorize the problems to be fixed or corrections to be done as soon as possible with the correct standard procedures. In each phase or correct the flow of each part of the project correcting the root cause and identify what need to be changed in the process. This will be followed by necessary improvements of the project development. Make sure all your team members understand the relevant improvements or changes done. If any of your team members does not understand, they need to be trained and implement the changed process. Monitor the use of the process or the changes made based on the outcome and make further adjustments to improve and simplifying the whole system. References: McCain, J. (2004). A Guide to the Project Management Body of Knowledge. (Body of Knowledge) – Project Management Institute. Meredith Jack and Mantel Samuel (2008). Project Management: A Managerial Approach, 5th Edition. New York, NY: Springer Publishers. Schwalbe, Kathy (2010). Information Technology Project Management – 4th Edition. Oxford: Oxford University Press. Part 4 Approaches of reducing long-term software maintenance costs Cost reduction is the most fundamental thing that organizations always strive to achieve to increase profits. The main software team must initiate standardized and reliable approaches of controlling costs. The first method of software maintenance is to develop a skillful strategy. In most re-engineering projects, management initiates the skillful strategy to reduce cost of maintenance. However, it is the management’s view that re-engineering projects are highly frequently striving when all other steps, comprising generation of skilful strategy, are carried out by the main engineering team. A skilful strategy to attain cost reduction objectives would entail an illustration of which elements may be substituted, the form of re-engineering to be carried out on the chosen legacy elements. There is also a listing of the elements’ associations comprising other elements, and a plan for every element incremental re-engineering, execution, and validation (Pigoski, 2006). After the skilful strategy aimed at cost reduction, the residual process illustrated below may be handled and executed. Since costs are always incurred throughout the software developments, there is need for risk evaluation, impact assessment, as well as resource evaluation. First, risk evaluation must relate the hazards of the status quo persisting over the hazards of re-engineering. Risk evaluation must rate the significance of the legacy unit to the firm’s mission and create a back-up strategy in case of project stoppage. Sensing likely issue before they happen saves time, money, and plan later. It can be appropriate to re-evaluate the aims, likely adjusting, or eliminating aims, which were initially accepted. Adjustments to aims or alter conditions must be illustrated in the hazard report stated in the strategy plan (Pigoski, 2006). The second, impact assessment must entail all likely affected through the re-engineering projects, poor case incidents and a back-up strategy recovery. The consequence evaluation will most possibly determine additional elements, which requirement to be considered through the incremental re-engineering project. There exist businesswise consequence devices with source code slicers to help reduce costs in such step (Pigoski, 2006). The third activity, resource evaluation established if there is adequate individual funding, hardware, time, as well as infrastructure aid to achieve fully the added re-engineering project. A wide scope of resources can be appropriate to aid a software development. These resources should be marked early. The management in cost reduction approaches may employ a configuration control step comprising aid devices. The configuration control is crucial to any software development project but is certainly stressed for added re-engineering projects. The maximizations requirements to trail heritage and focus elements and the gateways between elements should be carried out. The aims are to make sure all creation elements (heritage and focus) are swapping in kind and role anticipated through the right description of its interfacing elements. This should be attained regardless of parallel re-engineering of various units elements (April, & Abran, 2008). In conclusion, all these approaches are considered focused at increasing the company’s profits and ensure growth in the industry. Cost reductions for any organization is set to be the first in the strategic plan since if costs for an organization increases, then the company will be running at a loss and will never attain its objectives and functions within the right time. References: April, Alain and Abran, Alain (2008). Software Maintenance Management. New York: Wiley- IEEE. Pigoski, Thomas M. (2006). Practical Software Maintenance. New York: John Wiley & Sons. Pigoski, Thomas M.. Description for Software Evolution and Maintenance (version 0.5). SWEBOK Knowledge Area. Read More