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CorpAxis ™ Software Personnel Certifications CBOK curriculum of CSQA

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CBOK Curriculum for CSQA

Table of Content

1. Principles and concepts of CMMI model

2. Process and Product Assurance

3. Process Planning

4. Process definition, Implementation and Improvement

5. Process Monitoring & Control Practices

6. Metrics & Measurement

7. Quality Audits

8. Configuration tool and Practices

9. CAR & DAR practices

10. Cost of Quality (COQ)



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Principles and concepts of CMMI model

Capability Maturity Model® Integration (CMMI) is a process improvement approach that

provides organizations with the essential elements of effective processes. It can be used to

guide process improvement across a project, a division, or an entire organization. CMMI helps

integrate traditionally separate organizational functions, set process improvement goals and

priorities, provide guidance for quality processes, and provide a point of reference for

appraising current processes.

Many organizations try to improve their quality and productivity by establishing a company-

wide process improvement program. These programs often result in large amounts of process

documentation which eventually become a burden or are ignored completely. In many cases,

the organization is left with very little benefit to show for its efforts.

Benefits of Process Improvement

The following are some of the benefits and business reasons for implementing process improvement:

� The quality of a system is highly influenced by the quality of the process used to

acquire, develop, and maintain it.

� Process improvement increases product and service quality as organizations apply it to

achieve their business objectives.

� Process improvement objectives are aligned with business objectives.

CMMI Benefits

The CMMI Product Suite is at the forefront of process improvement because it provides the latest best practices for product and service development and maintenance. The CMMI models improve the best practices of previous models in many important ways. CMMI best practices enable organizations to do the following:

� more explicitly link management and engineering activities to their business objectives

� expand the scope of and visibility into the product lifecycle and engineering activities to

ensure that the product or service meets customer expectations

� incorporate lessons learned from additional areas of best practice (e.g., measurement,

risk management, and supplier management)

� implement more robust high-maturity practices

� address additional organizational functions critical to their products and services

� more fully comply with relevant ISO standards



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Process & Product Assurance

1. Evaluate the standard Process and Procedures objectively

1.1 The procedure for objectively Evaluation of the standard Process

� Preparation of evaluation report.

� Capturing of Noncompliance (NC) during the evaluation.

� Corrective action based on the noncompliance (NC) report.

� Lesson learned Process for the Product services.

1.2 Explanation for the evaluation of the work products and Services

� Selection of work Product and its evaluation.

� Preparation for the evaluation of the work products.

� Delivery audit and its procedure

� Milestone selection of project development.

� Standard process and procedures for Work product and services.

� Periodic Performance of the evaluation & Noncompliance (NC) issues.

� Lesson learned report for the Process improvement and Product

services.

2. Track and Communicate the Noncompliance and ensuring the Noncompliance (NC)

resolution

2.1 Procedure to communicate the issues and ensure the resolution of noncompliance

to the responsible member of the project.

� Corrective action report & resolve the noncompliance (NC) issues

� Recording Unresolved compliance

� Analyze the noncompliance (NC) issues using quality trends.

� Presentation of noncompliance (NC) report & quality trends.

� Ensuring procedure of the project stakeholders awareness in NC’s

issues

2.2 Quality activity of the project is to Prepare and maintain the quality activities

reports of the project.



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� Evaluation report Preparation and maintenance.

� Quality assurance report preparation and maintenance.

� Corrective action report preparation.

� Prepare and maintain the quality trend reports.

Process Planning

1. Preparation in Defining procedure of Estimation 1.1. The procedure of creating estimates according to the project scope

� Preparation of task description as per scope.

� How to specify the estimates of the project tasks, responsibility and schedule.

� How to develop Work Breakdown Structure (WBS) based on the product

architecture.

� How to identify the reusable product components.

1.2. Preparation in Deployment procedure of Estimates of work products and task

attributes.

� Preparation of size measures like function points, volume of data, source line of

code and number of requirement.

� How to determine the technical approach.

� Appropriate method to determine the attributes of the work products and tasks.

1.3. Defining method of project Life Cycle as per project scope.

� What are all the types of Life cycle models and its procedure (SDLC methods)

1.4. Procedure to determine the estimate of effort and cost

� Estimation technique of cost and effort using historical data or models.

� How to add supportive infrastructure needs in the estimation.

2. Preparation of the Project plan

2.1. Preparation in deployment of budget and schedule.

� An identification procedure of major milestones, schedule assumptions, task

dependencies and constraints.

� Defining procedure of the budget and schedule.

� Setting up the procedure for corrective action.



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2.2. Identifying and analyzing procedure of Risk.

� The procedure and technique for identification, documentation and revision of the risk.

2.3. Data management Planning

� Defining procedure for the following:- o Ensure privacy and security of the data. o Mechanism to access achieved data.

o Determine the project data. 2.4. Resource planning.

� Determination of the following requirements:- o Process o Staffing

o Facilities o Equipment o Components

2.5. Planning for the knowledge and skills.

� An identifying and assessing procedure of knowledge and skills.

� Select mechanisms for providing needed knowledge and skills.

� Incorporate procedure of selected mechanism in the project.

2.6. Stakeholders involvement planning.

� Preparation procedure of stakeholder involvement plan

2.7. Produce and maintain the project plan

� Objective and content of overall project plan.

3. Commitments to the plan to be establish and maintain

3.1. Review procedure for Project plan and its commitments.

� Preparation of review report

3.2. Reconciliation work and resource level procedure

� Listing out the renegotiated budgets and stakeholders agreements

� Recording of revised budget, schedule and requirement lists.



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3.3. Interaction among all relevant stakeholders both internal and external

� Identify and review the internal and external commitments.

� Identify the needed support and negotiate commitments with relevant

stakeholders.

� Identify the interface commitments and organizational commitments.

Process definition, Implementation and Improvement

Process definition

1. Defining and maintenance procedure of organizational process assert Library (PAL)

1.1. Standard process establishment procedure

� Defining procedure for the template

� Defining tailoring procedure

� Defining process procedure (ETVX)

� Defining policies, standard models and technique

� Defining review mechanism

1.2. Determination procedure of the Life cycle model for the organization

� Define all types of Life cycle models

� Document all the life cycle applicable for the organization

� Review the defined life cycle model

1.3. Establishment procedure of tailoring criteria and guidelines for the organization

� Define the selection criteria of the tailoring guidelines

� Defining the tailoring guidelines document procedure

� Reviews on tailoring guidelines

� Standards for documenting the defined process

� Revise the standards as per necessary

1.4. Establishing procedure for organizational measurement repository

� Define common set of measurement analysis procedure at

organizational level.

� Define the organization needs for storing, retrieving and analyzing

measurement



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� Design and implement the measurement repository at organizational

level.

� Define procedure for storing, updating and retrieving measures.

� Review and revise the measurement repository.

1.5. Establishment and maintenance of process assert library

� Design and implement the process assert library

� Specify storing, updating and retrieving procedure of the assert

library.

� Make assert library available for use.

� Periodically review and revise the assert library

1.6. Establishment and maintenance of work environment standards

� Evaluate commercially-available work environment standards

appropriate for the organization.

� Adopt existing work environment standards and develop new ones to

fill gaps based on the organization’s process needs and objectives.

Process Performance

1. Establishment procedure of Performance Baselines and Models

1.1. Selecting procedure of Processes

� List of processes or sub processes identified for process performance analyses

1.2. Establishment procedure of Process-Performance Measures

� Determine which of the organization’s business objectives for quality and

process performance need to be addressed by the measures.

� 2. Select measures that provide appropriate insight into the organization’s

quality and process performance.

� Incorporate the selected measures into the organization’s set of common

measures.

� Revise the set of measures as necessary.

1.3. Establishment procedure of Quality and Process-Performance Objectives

� Review the organization’s business objectives related to quality and process

performance.

� Define the organization’s quantitative objectives for quality and process

performance.

� Define the priorities of the organization’s objectives for quality and process

performance.



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� Review, negotiate, and obtain commitment for the organization’s quality and

process-performance objectives and their priorities from the relevant

stakeholders.

� Revise the organization’s quantitative objectives for quality and process

performance as necessary.

1.4. Establishment procedure of Process-Performance Baselines

� Collect measurements from the organization’s projects.

� Establish and maintain the organization’s process-performance baselines from

the collected measurements and analyses.

� Review and get agreement with relevant stakeholders about the

organization's process-performance baselines.

� Make the organization's process-performance information available across the

organization in the organization's measurement repository.

� Compare the organization’s process-performance baselines to the associated

objectives.

� Revise the organization’s process-performance baselines as necessary.

1.5. Establishment procedure of Process-Performance Models

� Organization’s set of standard processes and the organization’s process-

performance baselines.

� Calibrate the process-performance models based on the organizations past

results and current needs.

� Review the process-performance models and get agreement with relevant

stakeholders.

� Support the projects’ use of the process-performance models.

� Revise the process-performance models as necessary.

Implementation and Improvement 1. Process and performance Selection procedure for Improvements

1.1. Collect and Analyze Improvement Proposals

� Write proposal procedure for technology and process improvements.

� Estimate for cost and effort.

� Monitor the status

1.2. Identify and Analyze Innovations

� Investigate innovative procedures

� Analyze the innovative improvements

� Analyze the cost and benefits



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1.3. Pilot Improvements

� Plan for the piloting process

� Review and track the piloting process

� Document the lesson learnt from the pilot.

1.4. Select Improvements for Deployment

� Determination and Deployment procedure for the process and technology

improvements

� Document the result of the process improvements

2. Deploy Improvements

2.1. Planning procedure of the Deployment

� Creating plan for the deployment

� Review and revise the plan

2.2. Procedure for the Management of the Deployment

� Monitor the deployment of the process and technology improvements using the

deployment plan.

� Providing consulting for the deployment

� Updating the training materials

� Document and review the results of process- and technology improvement

deployment.

2.3. Measurement procedure of Improvement Effects

� Measure the cost, effort and schedule for deploying each process and technology

improvements

� Measure and analyze the progress of process and technology improvements.

� Store the measures in the organization’s measurement repository

Process Monitoring & Control Practices

1. Monitoring procedure of actual performance and progress as per defined project plan.

1.1. Procedure to monitoring the project planning parameters.

� Monitoring procedure of the following parameters:-

o Progress against the schedule o Cost and expended effort o The attributes of the work products and tasks. o Resources Provided and used

o Knowledge and skills o Significant deviation



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1.2. Procedure to monitoring the project commitment parameters

� Preparation of review and documentation of commitment report.

1.3. Procedure to monitoring the Risk.

� Review, revise and communicating procedure of the risk.

1.4. Procedure to monitoring the data management.

� Procedure of review data management activities and report documentation.

� Procedure of document significant issues and their impacts.

1.5. Procedure to monitoring the stakeholder involvement.

� Procedure of review the status of stakeholder involvement and report

documentation.

� Procedure of document significant issues and their impacts.

1.6. Methods of conducting progress Reviews

� Review procedure of measurement analysis

� Review procedure of change request

� Review procedure of assigned activities and work product

� Documentation procedure of review report

� Procedure of tracking the review to closure.

1.7. Methods of conducting milestone reviews

� Procedure to review the work products.

� Documentation procedure of review report.

� Procedure of tracking the review to closure.

2. Procedure to Manage and take corrective action to closure

2.1. Procedure to collect and analyzing the issues.

� Procedure of gathering and analyzing the project related issues.

2.2. Corrective action procedure.

� Procedure to prepare the corrective action plan.

2.3. Management procedure for Corrective action.

� Procedure to document corrective actions.

� Procedure to prepare Lesson learnt document.



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� Procedure to determine the corrective actions.

Metrics & Measurement 1. Objectives of the measurement and analysis activity

1.1. How to establish the measurement

� Defining Measurement & analysis objective of metrics

1.2. Specifying measures to address the measurement activities

� Defining procedure for the operational measures � Update, review and prioritize the measures.

1.3. How to obtained and store the measurement data

� Defining store procedure and tools for data collection

� How to collect and store the data for each measure.

� Guideline materials for the data collection procedure and process.

� How to Update, review and prioritize the data collection & storage procedures.

1.4. How to analyze and report the measurement data

� Defining the ordered procedure for analyzing the measurement

� Tool for analyze the measurement.

� Administration procedure for Metrics

� Review, update and create report for Metrics.

� Evaluation criteria for the metrics. 2. Gathering Measurement result

2.1. Collection procedure of the measurement

� Derive and baselining the measurement � Integrity checking procedure for the data.

2.2. Analysis procedure for data measurement

� Conducting initial analysis for data measurement. � Review analysis for data measurement. � Refine criteria for future analysis.

2.3. Data storing procedure for the measurement



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� Data storing procedure. � Review and maintenance of data.

2.4. Procedure to Communicating the measurement result

� Procedure for Data measurement delivery � Stakeholder’s involvement and result.

Quality Audits

1. Prepare for the audit

2. Conduct the audit

3. Follow up the audit

Prepare for the Audit

1. Ensure SQA audits are planned in each Software Project Management Plan.

2. Prepare an audit checklist from approved polices, standards, and processes.

3. Obtain project artifacts such as project plans and software requirement specifications

to verify products and processes.

4. Prepare the audit reporting forms.

5. Set the meeting with the Project Manager.

6. Record labor expended on these activities.

SQA Checklist Example

1. Software project’s purpose, scope, goals, and objectives.

2. Selection of a software lifecycle.

3. Identification of the selected procedures, methods, and standards for developing

and/or maintaining the software.

4. Size estimates of the software work products and any changes to the software work

products.

5. Estimates of the software project’s effort and costs.

6. Estimated use of critical computer resources.

7. Software project schedules, including identification of milestones and reviews.

8. Identification and assessment of the project’s software risks.

9. Plans for the project’s software engineering facilities and support tools.

Conduct the SQA Audit

1. Meet with the Project Manager and others.

2. Find evidence that work followed process, policies, and standards.



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3. Make note of work done well to compliment project team.

4. Describe and classify non-conformities.

5. Review findings with Project Manager and correct statements appropriately.

6. Record labor expended.

Follow Up the SQA Audit

1. Discuss with Project Manager Observations and non-conformities.

2. Set date for corrective action plans.

3. Both sign the audit report.

4. Verify and approve corrective action plans.

5. Present audit report to department management.

6. Verify corrective actions are complete and effective.

7. Present non-resolved non-conformities to senior management.

8. Record labor expended.

SQA Audit

SQA audit is the audit conducted by the SQA of the project / function. From the CMMi point of view below are the four goals:

1. SQA activities are planned. 2. Adherence of software products and activities to the applicable and defined standards, procedures, and requirements are verified objectively. 3. All affected groups and individuals are informed of software quality assurance activities and

results. 4. Non-compliance issues that cannot be resolved within the software project are addressed by senior management. Commitment needed: The project follows a written organizational policy for implementing

software quality assurance (SQA). This policy typically specifies that: 1. The SQA function is in place on all software projects and functions. 2. The SQA group has a reporting channel to senior management that is independent of

� Project manager

� Software engineering group

� And other software-related groups

3. Senior management should periodically reviews the SQA activities and results. Four Abilities:



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1. A group that is responsible for coordinating and implementing SQA for the project (i.e., the SQA group) exists. 2. Adequate resources and funding are provided for performing the SQA activities:

� A manager is assigned specific responsibilities for the project’s SQA

activities. � A senior manager, who is knowledgeable in the SQA role and has the

authority to take appropriate oversight actions, is designated to receive and act on software non-compliance items.

� Tools to support the SQA activities are made available.

3. Members of the SQA group are trained to perform their SQA activities. 4. The members of the software project receive orientation on the role, responsibilities, authority, and value of the SQA group.

Eight Activities: 1. An SQA plan is prepared for the software project according to a documented procedure. This procedure typically specifies that:

� The SQA plan is developed in the early stages of, and in parallel with, the overall project planning.

� The SQA plan is reviewed by the affected groups and individuals. � The SQA plan is managed and controlled.

2. The SQA group's activities are performed in accordance with the SQA plan. The plan covers:

� Responsibilities and authority of the SQA group. � Resource requirements for the SQA group (including staff, tools, and

facilities). � Schedule and funding of the project’s SQA group activities. � The SQA group’s participation in establishing the software development

plan, standards, and procedures for the project. � Evaluations to be performed by the SQA group. � Audits and reviews to be conducted by the SQA group.

� Project standards and procedures to be used as the basis for the SQA group’s reviews and audits.

� Procedures for documenting and tracking non-compliance issues to closure.

� Documentation that the SQA group is required to produce. � Method and frequency of providing feedback to the software group and

other software-related groups on SQA activities.

� 3. The SQA group participates in the preparation and review of the project's software development plan, standards, and procedures.

� The SQA group provides consultation and review of the plans, standards, and procedures with regard to compliance to organizational policy, compliance to externally imposed standards and requirements (e.g.,

standards required by the statement of work), standards that are appropriate for use by the project, topics that should be addressed in the software development plan, and other areas as assigned by the project.

� The SQA group verifies that plans, standards, and procedures are in place and can be used to review and audit the software project.

4. The SQA group reviews the software engineering activities to verify compliance:



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� The activities are evaluated against the software development plan and the designated software standards and procedures.

� Deviations are identified, documented, and tracked to closure. � Corrections are verified.

5. The SQA group audits designated software work products to verify compliance.

� The deliverable software products are evaluated before they are delivered to the customer.

� The software work products are evaluated against the designated software standards, procedures, and contractual requirements.

� Deviations are identified, documented, and tracked to closure � Corrections are verified.

6. The SQA group periodically reports the results of its activities to the software engineering group.

7. Deviations identified in the software activities and software work products are documented and handled according to a documented procedure. This procedure typically specifies that:

� Deviations from the software development plan and the designated project standards and procedures are documented and resolved with the appropriate software task leaders, software managers, or project manager, where possible.

� Deviations from the software development plan and the designated project standards and procedures not resolvable with the software task leaders, software managers, or project manager are documented and presented to the senior manager designated to receive non-compliance items.

� Non-compliance items presented to the senior manager are periodically reviewed until they are resolved.

� The documentation of non-compliance items is managed and controlled

8. The SQA group conducts periodic reviews of its activities and findings with the customer's SQA personnel, as appropriate. Measurement: Measurements are made and used to determine the cost and schedule status of the SQA activities.

Three Verifications: 1. The SQA activities are reviewed with senior management on a periodic basis. 2. The SQA activities are reviewed with the project manager on both a periodic and event-driven basis.

3. Experts independent of the SQA group periodically review the activities and software work products of the project's SQA group. Sample Checklist of SQA audit: 1. Is the Work order Amended for the change in PM or extension of Project?

2. Are the latest versions of Development Plans and Estimates Approved? 3. Is the schedule updated? 4. Are the planned efforts for the current phase (from schedule), consistent with the effort

distribution on SQAP and the latest approved estimate?



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5. is the actual start and end dates for the activities completed since last SQA audit? 6. Are the Internal Review meetings held and Minutes of Meeting prepared?

7. Are the minutes of meeting circulated to affected support groups? 8. Are the Efforts captured in the effort capturing tool? 9. Is there any evidence for implementing the corrective action identified on the previous metrics sheets?

10. Are the metrics tracked and the metrics sheet updated, as per the frequency of analysis in Software Quality Assurance Plan? 11. Is the Master List of Project Document updated? 12. Are Change Control Forms available for the changes in Configurable Items?

13. Are staffing Plan, Risk Plan updated? 14. Are weekly status reports being sent to Sr. Management? 15. Are status reports being sent to customer as per Software Project Management Plan?

16. Is project back up taken? Is any Back up restoration check conducted? 17. Has DAR (Decision Analysis and Resolution) been performed as planned? 18. Has CAR (Casual Analysis and Resolution) been performed at end of phases? 19. Is Requirements Trace ability report updated?

20. Are the relevant audits conducted for completed activities? Configuration tool and Practices 1. Explanation about Baselining the identified work products to be established for the project.

1.1. The procedure for identifying the configurable items for the project

� Procedures for identifying configurable items. � Procedures for identifying Roles and responsibility � SDLC models and Schedule procedure

� Configurable tools

1.2. The procedure to Define and control the work products through tools and manage

the change request system of the project.

� Structuring & Version controlling system of configuration management.

� Define the store, update, retrieve and create report procedure for

configuration management system. � Share and transfer the configurable items of the project.

1.3. During delivery to the customer how to create or release the baseline.



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� Creating or releasing procedures of the configuration items. � Baselining the configurable items.

2. How to track and control the changes of the work products under configuration

management.

2.1. Procedure to track the change requests for the configured items.

� Change request Mechanism � Impact analysis, Review process & Tracking procedure of the change

request

2.2. Procedure to control the configured items.

� Revision history of the configured items.

3. How to establish and maintain the integrity of the baseline

3.1. Procedure to establish and maintain the records of configuration management

� Maintain the revision history of the configured items using configurable tool.

� Prepare and maintain the change log.

� Explain the Difference between the successive baselines.

3.2. Procedure to perform the configuration audit

� Configuration audit (CM audit) procedure.

• Prepare the audit result for integrity of the baselines,

configuration management records, review the structure, confirm the compliance with configuration management standard procedures and confirm the completeness & correctness of the items in the configuration management system.

� Track & closure procedures.

CAR and DAR Practices CAR Practices

1. Determination of root cause of defects and other problems.

1.1. Analyzing procedure for the defects and other problems.

� Analysis methods like Pareto, Histogram, 3why analysis etc.

� Gathering procedure of relevant defect or problem data.



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1.2. How to perform causal analysis of selected defects and preparing action proposal

� How to conduct casual analysis using selected methods?

� How to analyze the selected defects?

� How to identify the root cause?

� How to prepare proposal document for the root cause?

2. How Root causes of defects and other problems are systematically addressed to prevent

their future occurrence?

2.1. Implementation and improvement procedure for the action points.

� Procedure of identify and remove similar defects

� Procedure of identify and document improvement proposal

� Procedure to select the action items for analysis

� Procedure for create an action items for implementation

2.2. Evaluating procedure of the effect of changes on process performance

� Procedure to measure the change and capability of the process

performance

2.3. Recording mechanism of the casual analysis and resolution data

� Recording methods or mechanism

DAR Practices

1. Finding alternative solution for established criteria

1.1. Preparation procedure of decision analysis guidelines

� Defining different types decision analysis procedure in the guidelines

� Ensuring the use and define the same in the process.

1.2. Finding the evaluation and establishing criteria of decision analysis

� Defining procedure of the alternative solution criteria

� Defining procedure of the range and scale for ranking the evaluation

criteria

� Defining procedure of ranking and improving their validity

� Selection and rejection procedure of evaluation criteria

1.3. Finding alternative solution to address issue

� Do the literature search to identify the new analysis procedure and

document the proposed alternatives



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1.4. Evaluation method procedure

� Method selection procedure

� Determine the measure needed to support the evaluation

1.5. Evaluate procedure of alternative solutions to the established criteria and methods.

� Evaluation procedure to the established criteria and methods

� Procedure to document the results of evaluation

1.6. Procedure to select solutions from the alternatives based on the evaluation

criteria.

� Assessment of the risk under the recommended alternatives

� Document the result and rationale for the recommended solution

Cost of Quality (COQ)

Category Codes

The Cost of Quality category codes are the following:

Prevention Costs (P),

Appraisal Costs (A),

Internal Error Costs (I),

External Error Costs (E),

Value-added (V).

Each of these is discussed in more detail below.

Prevention Costs

Prevention costs are investments made ahead of time in an effort to ensure conformance to

requirements. Examples include activities such as orientation of team members, training, and

the development of project standards and procedures.

Appraisal Costs

Appraisal costs are costs incurred to identify defects after the fact. Examples include activities

such as walk-throughs and testing.

Internal Error Costs

Internal error costs are the costs of rework and repair before delivery to a customer. An

example is fixing faults detected during internal testing.



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External Error Costs

External error costs are the costs of rework and repair after delivery to a customer. One

example would be rework and repair resulting from acceptance testing. Another example

would be the actual costs incurred during warranty support.

Value-Added

Value-added refers to the basic costs of producing the product or performing the service,

exclusive of any additional effort to ensure quality. Value-added effort includes any activities

and tasks that modify or convert data from a "raw" state to a useful one, from the customer's

viewpoint. It is effort that the customer values and is "visibly" paying for, such as the effort

expended to create project deliverables.

The cost of value-added activities is not a cost of quality.

Cost of Quality ("COQ") is used to collect cost data on a sampling basis (eg. all data occurring during a 24 hr period, calculated once each quarter), or on a continuous basis (eg. Cost of Quality ("COQ") is calculated with all data occurring in the month, and reported monthly) . After confirming that the data is accurate and comprehensive, and consistent with previous definitions and implementations, it is analyzed for opportunities and trends. Based upon

statistical analysis (eg. regression analysis, indexes, correlations, Pareto analysis, factor analysis, etc.), conclusions and recommendations are presented to managers of the process being analyzed. In some cases (supported by process modeling, heuristics, prior experience, or intuition) the optimum Cost of Quality ("COQ") can be predicted, and the process design necessary for achieving this global optimum Cost of Quality ("COQ") can be defined. A plan can then be

defined to modify the current process, phase by phase, so as to move towards this global optimum process. Management responsible for the process can decide on if, how, and when they will run the current process, or modify the process for even better results. All projects are analyzed for their impact on Cost of Quality ("COQ"), and projects that show

high ROQ are implemented on a priority basis (ROQ%= $Cost of Quality ("COQ") savings/$Implementation cost*100%).



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