chapter 5 infrastructure components part i. 2 esgd5125 sem ii 2009/2010 dr. samy abu naser 2...

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CHAPTER 5

Infrastructure Components

PART I

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Learning Objectives:

To discuss: The need for SQA procedures Procedures and procedure manuals Work instructions and work instruction manuals The organizational framework for preparing,

implementing and updating procedures and work instructions

To be able to: Explain the contribution of procedures to SQA Explain the difference between procedures and

work instructions List the activities involved in maintaining an

organization’s procedures manual.

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Infrastructure components are tools employed to prevent software errors and promote the quality level of the entire organization.

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Procedures and work instruction. Quality support devices like templates

and checklists. Staff SQA training and certification

activities. Preventive and corrective actions. Software configuration management. Documentation and quality records control.

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Procedures and work instructions

QA procedures: provide detailed definitions for the performance of specific types of development activities in a way that assures effective achievement of quality results.

Procedures are planned to be generally applicable and to serve the entire organization.

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Procedures and work instructions

Work instructions: provide detailed directions for the use of methods that are applied in unique instances and employed by specialized teams.

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The organization’s SQA procedures

SQA work instructions

The organization’s SQA policy

International or national SQA standard

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The need for procedures and work instructions

Performance of tasks, processes or activities in the most effective and efficient way.

Effective and efficient communication between development and maintenance teams that reduces the misunderstandings which lead to software errors.

Simplified coordination between tasks and activities performed by various teams that means fewer errors.

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Procedures

The Five W’s: issues resolved by procedures:What activities have to be performed?How should each activity be performed?When should the activity be performed?Where should the activity be performed?Who should perform the activity?

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1. Introduction *2. Purpose3. Terms and abbreviations *4. Applicable documents5. Method6. Quality records and documentation7. Reporting and follow-up *8. Responsibility for implementation *9. List of appendices *

Appendices

* Sections included if applicable

Fixed table of contents for procedures

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The procedures manual

Procedures manual: collection of all SQA procedures.

Contents: The types of software development and

maintenance activities carried out by the organization

The range of activities belonging to each activity type

The range of customers and suppliers The conceptions governing the choice of method

applied by the organization to achieve desired SQA objectives.

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Works instructions and work instruction manual

Work instructions deal with the application of procedures, adapted to the requirements of a specific project team, customer, or other relevant party.

While general methodology is defined in a procedure, the precise details that allow its application to a specific project or unit are often laid out in a work procedure.

In no case can work instructions contradict their parent procedure, although several instructions can be associated with any given procedure.

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Procedures and work instruction: preparation, implementation and updating

An active SQA procedures manual conceals numerous, often ongoing activities that guarantee the procedures continued applicabilityPreparation of new procedures Implementation of new or revised

proceduresUpdating procedures

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Technological changes in development tools, hardware, communication equipment, etc.

Changes in the organization's areas of activity User proposals for improvement Analysis of failures as well as successes Proposals for improvements initiated by Internet audit

reports Learning from the experience of other organizations Experiences of the SQA team

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Supporting Quality Devices

TemplatesChecklists

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Templates

Template: a format (especially table of contents) created by units or organizations, to be applied when compiling a report or some other type of document.

Example:STP, STD, STR, SRS, etc.

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The contribution of templates to software quality

For development team: Facilitates the process of preparing documents. Documents prepared by developer are more

complete. Provides for easier integration of new team

members. Facilitates review of documents.

For software maintenance team: Enables easier location of the information.

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The organizational framework of templates

Preparation of new templatesApplication of templatesUpdating templates

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Preparation of new templates

The most common information sources used in preparing a template: Informal templates already used in the

organization.Template example found in professional

publications.Templates used by similar organizations.

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Application of templates

Several fundamental decisions are involved in the implementation of new or updated templates:What channels should be used for

advertising the templates?How should the templates be made

available to the organization’s internal ‘customer’?

Which templates will be compulsory and how can their application be enforced?

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Updating templates

Sources for updating templates: User proposals and suggestions Changes in the organization’s area of activity Proposals initiated by design review and inspection

teams based on their review of documents prepared according to the templates

Analysis of failures as well as success Other organization’s experience SQA team initiatives.

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Checklists

Checklist: list of items specially constructed for each type of document, or a menu of preparations to be completed prior to performing an activity.

Some checklists have dual purpose: Provide a complete list of items to be verified, Provide space for documenting findings of the

checks performed. Example:

Proposal draft review checklist Contract draft review checklist

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The contribution of checklists to software quality

For development team: Helps developers carrying out self-checks of

documents or software code prior completion. Assists developers in their preparations for tasks.

For review team: Assures completeness of document reviews by

review team members. Facilitates & improves efficiency of review sessions.

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The organizational framework of checklists

Preparation of new checklistsImplementation of checklistsUpdating checklists

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Preparation of new checklists

The most common information sources used in preparing a checklist: Informal checklists already in use in the

organization.Checklist templates found in books and

other professional publications.Checklists used by similar organizations.

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Updating checklist

Sources for updating checklists: User proposals and suggestions Changes in technology, area of activity and

clientele Proposals initiated by design review and inspection

teams as a results from the document reviews Analysis of failures as well as successes Other organizations’ experience SQA team initiatives.

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Staff Training and Certification

The objectives of training and certification The training and certification process Determine professional knowledge requirements Determine training and updating needs Planning training and updating programs Define positions requiring certification Planning the certification processes Delivery of training and certification programs Follow-up subsequent to training and certification

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The objectives of training and certification

To develop the knowledge and skills new staff need.

To assure conformity to the organization’s standards for software products (documents and code).

To update the knowledge and skills of veteran staff.

To transmit knowledge of SQA procedures To assure that candidates for key positions are

adequately qualified.

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Knowledge belonging

to new employees

Knowledge belonging

to re-assigned

staff

Knowledge belonging

to staff members

Project development

and maintenance

tools and procedures

New developments

in software engineering

and SQA

Determine knowledge

requirements Determine training needsDefine functions for certification

Plan certification

process

Plan updating program

Plan training program

Deliver training, updating and certification programs

Performance follow-up of trained and certified staff

The training and certification process

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2

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Determining training and updating needs

The type of training is adapted to the needs of three distinct groups of staff:Training: for new employees, according to

their designated assignment.Retraining: for employees assigned to new

positions or receiving new assignments.Updating: for staff members as demanded

by their position.

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Planning training and updating programs

For software engineering topicFor SQA

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Planning training and updating programs for SQA

Include:Training for new employees, or updating the

existing employees.To be organized periodically.Typical SQA updating program: once a year

or once every six months.

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Planning the certification processes

Typical certification requirements: Professional education: academic or technical

degrees Internal training courses Professional experience in the organization (may

be partially or completely in other organizations) Assessment of achievements and ability Evaluation by the candidate’s direct superior Demonstration of knowledge and skills by means of

a test or a project Mentor’s supervision for a specified period of time.

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Planning the certification processes

Functions of the certification committee: To perform the certification process on the basis of

requests made individual applicants or units and grant certification to those who qualify.

To follow up certification activities (such as monitoring) carried out by others.

To update certification requirements in response to developments in the organization as well as the profession.

To revise the list of positions requiring certification.

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Follow-up subsequent to training and certification

The information provided by follow-up relates to: All training activities and certification procedures

conducted – records of the performance of the participants in the program.

Information about special cases of training activities that proved to be either highly successful or clearly unsuccessful in improving staff performance.

Information about proven cases of failures of certified staff in the performance that point to clearly inadequate certification requirements.

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Follow-up activities

Collection of regular performance metrics – such as errors and productivity statistics, corrective maintenance statistics and resources invested.

Questionnaires completed by staff members who received training, their superiors, customers and others.

Analysis of outstanding achievements as well as failures.

Specialized review of software products (documents and code) prepared by certified and trained employees.