DOCSLIB.ORG

Chapter 9 Quality and Change Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Chapter 9 Quality and Change Management MACIASZEK, L.A. (2007): Requirements Analysis and System Design, 3rd ed. Addison Wesley, Harlow England ISBN 978-0-321-44036-5 Chapter 9 Quality and Change Management © Pearson Education Limited 2007 TopicsTopics Quality management • Quality assurance • Quality control Change management • Change requests • Traceability © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 2 1. Quality management Quality management is part of an overall software process management, along such other activities as people, risk and change management. Quality management divides into quality assurance and quality control. MainMain conceptsconcepts Testing is not just the debugging of programs – it is part of quality management: • Quality assurance is about proactive ways of building quality into a software system • Quality control is about (mostly reactive) ways of testing the quality of a software system Test driven development builds quality into a software system by an outright demand that a test code has to be written before the application code and that the application must pass the test to be quality assured Change management is a fundamental aspect of the overall project management Traceability underlies testing and change management © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 4 QualityQuality managementmanagement Part of an overall software process management along with: • people management, • risk management and • change management. To be performed in parallel with and in addition to project management (scheduling, budget estimation, tracking project progress). • should have its own budget and schedule • one of its tasks should be to ensure quality in project management per se • the actions and outcomes of quality and change management may involve changes to the project schedule and budget baselines, also known as the performance measurement baselines © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 5 SoftwareSoftware qualitiesqualities correctness reliability robustness performance usability understandability maintainability (repair ability) scalability (evolvability) reusability portability interoperability productivity timeliness visibility © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 6 QualityQuality assuranceassurance Software Quality Assurance (SQA) team Techniques: • Checklists •Reviews – Walkthroughs – Inspections •Audits © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 7 ChecklistsChecklists A predefined list of to-do points that need to be scrupulously checked off in the development process. Processes differ from project to project Æ checklists cannot be fixed for ever • Also, the “baseline” checklists need to be modified to account for new IT technologies and changes in IT development paradigms. © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 8 WalkthroughsWalkthroughs A type of formal brainstorm review that can be conducted in any development phase A friendly meeting of developers, carefully planned and with clear objectives, an agenda, duration, and membership A few days prior to the meeting, the participants are handed the materials to be reviewed During the meeting the problems need to be pinpointed but no solutions attempted Acknowledged problems are entered on a walkthrough issues list The list is used by the developer to make corrections to the reviewed software product or process A follow-up walkthrough may be necessary © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 9 InspectionsInspections Like the walkthrough, an inspection is a friendly meeting but done under close supervision by the project management The purpose is also to identify defects, validate that they are in fact defects, record them, and schedule when and by whom they have to be fixed Unlike the walkthroughs, inspections are conducted less frequently, may target only selected and critical issues, and are more formal and more rigorous An informational meeting usually takes place one week before the inspection meeting During the meeting, the defects are identified, recorded and numbered Immediately after the meeting, the moderator prepares the defect log – recorded in a change management tool The developer is normally requested to resolve the defects quickly and record the resolution in the change management tool The moderator – in consultation with the project manager – submits the development module to the Software Quality Assurance (SQA) group in the organization. © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 10 AuditsAudits A quality assurance process that is modeled on and similar in required resources to traditional accounting audits. Positioned within the overall software process management: • It places risk management in its view. • It relates to the strategic importance of IT to the enterprise and addresses IT governance. • It looks at the alignment of the audited project with IT investments in the context of the enterprise mission and business objectives. Differences between an audit and other QA techniques: • the producer of the audited product or process is usually a team, not a person, • an audit can be performed without the presence of the producer, • audits make extensive use of checklists and interview and less so of reviews, • audits can be external, i.e. conducted by auditors external to the organization, • an audit can last from a day to a week or more (but is always restricted to strictly defined scope and objectives). © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 11 TestTest drivendriven developmentdevelopment The idea is to write test cases and scripts as well as test programs before the application code (the unit under test) is developed (designed and programmed) • application code is written as a response to a test code and the test code can be used to test the application code as soon as it is available Advantages • allows to clarify user requirements (and the use case specifications) before the programmer writes the first line of the application code • drives in fact the software development, not just the software verification • supported by testing frameworks, such as JUnit © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 12 JUnitJUnit testingtesting public class XXXTest extends TestCase { public XXXTest(String testName) { super(testName); Test } public void testSomething() { run(TestResult) ... } public void testSomethingElse() { ... } public void runTest() { TestCase testSomething(); TestSuite testSomethingElse(); run(TestResult) } runTest() run(TestResult) } setUp() addTest(Test) tearDown() XXXTest TestResult © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 13 TestingTesting typestypes andand developmentdevelopment phasesphases Design Analysis System Customer User Programming specifications specifications constraints requirements environment Unit test Integration Functional Constraint Acceptance Installation test test test test test ReusableReusable components components Unit Performance, Security, test System Scalabilty, deployed etc. © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 14 TestTest conceptsconcepts Business Use Use Case Enhancements Case Document Documents Document Feature 1 Use Case Req 1 Enhancement 1 Feature 2 Use Case Req 2 Enhancement 2 … … … Test Plan Test Case Defects Document Documents Document Test Case 1 Test Req 1 Defect 1 Test Case 2 Test Req 2 Defect 2 … … … © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 15 TestTest casecase documentdocument © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 16 TestTest environmentenvironment © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 17 TestingTesting systemsystem servicesservices Informal testing Methodical testing • Non-execution-based (formal reviews) – Walkthroughs – Inspections • Execution-based – Testing to specs – Testing to code © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 18 TestingTesting toto specsspecs Execution-based test type • applies to executable software products, not to documents or models • also known as – black-box testing – functional testing – input/output driven testing Test module treated as a black box that takes some input and produces some output (no need to understand the program logic or computational algorithms) Requires that the test requirements are derived from the use case requirements, and then identified and documented in a separate test plan and test case documents Test scenarios can be recorded in a capture-playback tool and used repeatedly for regression testing Likely to discover defects normally difficult to catch by other means, such as missing functionality © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 19 TestingTesting toto specsspecs Inputs causing anomalous behavior Input set Ie Test Unit (as black box) Outputs which reveal the presence of defects Output set Oe [1735] © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 20 FeasibilityFeasibility ofof testingtesting toto specsspecs Example 1: Consider price calculation based on two factors: 5 types of commission and 7 types of discount → 35 test cases Example 2: Consider 20 factors, each taking on 4 values → 420 or 1.1 × 1012 test cases Conclusion: Combinatorial explosion [1816] © Pearson Education 2007 Chapter 9 (Maciaszek - RASD 3/e) 21 TestingTesting toto codecode Execution-based testing Also known as • white-box testing • glass-box testing • logic-driven testing • path-oriented testing Starts with the careful analysis of
Load more

Recommended publications
  • Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh
    Asian Business Review, Volume 4, Number 2/2014 (Issue 8) ISSN 2304-2613 (Print); ISSN 2305-8730 (Online) 0 Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh S.M. Rezaul Ahsan Senior Manager, Organization Development, The ACME Laboratories Ltd, Dhaka, BANGLADESH ABSTRACT This paper investigates the relationship between corporate culture and attitudes toward organizational change from the perspectives of a large pharmaceutical company in Bangladesh. A structured questionnaire was developed on the basis of the competing values framework of culture typology of Cameron and Quinn (2006) and a study of Justina Simon (June 2012), which was distributed to the 55 staff members of the company. The result shows that there is a significant relationship between corporate culture and organizational change. The study reveals that the organization has adopted all four types of organizational culture and the dominant existing organizational culture is the hierarchy culture. The study also shows that the resistance to change is a function of organizational culture. The implications of the study are also discussed. Key Words: Organizational Culture, Organizational Change, Resistance to change, Change Management JEL Classification Code: G39 INTRODUCTION Corporate culture is a popular and versatile concept in investigate the impact of organizational culture on C the field of organizational behavior and has been organizational change. identified as an influential factor affecting the success There has been significant research in the literature to and failure of organizational change efforts. Culture can explore the impact of organizational culture on both help and hinder the change process; be both a blessing organizational change.
    [Show full text]
  • An Exploratory Study of the Relationship Between Innovation and Change Management
    International Journal of Scientific and Research Publications, Volume 3, Issue 6, June 2013 1 ISSN 2250-3153 An Exploratory Study of the Relationship between Innovation and Change Management Kenneth Chukwujioke Agbim, Godday Orziemgbe Oriarewo & Abu Emmanuel Omattah Business Administration Department, College of Management Sciences, University of Agriculture, Makurdi, Nigeria Abstract- An organization that innovates its products, services change or adapt in response to changing environment unless they and/or processes has introduced change in the organization and have effective control over their activities. This implies that this change needs to be managed right from the beginning of the there is a need for organizations and their managers to develop innovation process. To be effective and efficient in managing effective and efficient change management strategy for the this change, organizations and their managers need to develop extreme ends stages in the innovation process (idea generation effective and efficient change management strategy for the and implementation). extreme ends stages in the innovation process – idea generation Change management with respect to innovation appears a and implementation. Thus, the study was designed to explore the simple enough term. However, in reality, this is rarely so owing relationship among the various images of managing, the to the varying nature of “managing” (coaching, interpreting, innovation process and change outcomes. The study adopted a nurturing, directing, navigating and caretaking) (Palmer and survey research method, while simple random sampling Dunford, 2002; Palmer et al., 2006) and “change” (Palmer and technique was employed to select the employees that completed Dunford, 2008) and the stages in the innovation process. The the questionnaire.
    [Show full text]
  • ICH Q10 and Change Management: Enabling Quality Improvement
    P10: Change Management By Bernadette Doyle, PhD ICH Q10 and Change Management: Enabling Quality Improvement Bernadette Doyle PhD Vice President and Head of Global Technical Group Global Manufacturing and Supply GlaxoSmithKline Overview . Drivers for Change . ICH Q10 and Change Management . Implementation of ICH Q8, Q9 and Q10 . Case Studies . Management Responsibility . Considerations and Opportunities . Summary P10: Change Management By Bernadette Doyle, PhD WHY CHANGE ? WHY CHANGE ? It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. ~Author unknown, commonly misattributed to Charles Darwin P10: Change Management By Bernadette Doyle, PhD …. “Double S” curve of Improvement” Improvement Transformational (disruptive intervention) Incremental (continuous improvement) Time P10: Change Management By Bernadette Doyle, PhD ICH Q10 and Change Management .Change Management A systematic approach to proposing, evaluating, approving, implementing and reviewing changes (ICH Q10) . The scope of change management is much broader than change control, which was typically applied to one change at a time .Change management includes the oversight and management of the entire portfolio of changes and the change process, including all the components of change control .In a Pharmaceutical Quality System (PQS) developed according to Q10, change management applies across the entire product lifecycle Change Management System . A company should have an effective change management system in order
    [Show full text]
  • A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior
    sustainability Article A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior Wookjoon Sung and Changil Kim * Graduate School of Public Policy and Information Technology, Seoul National University of Science and Technology, Seoul 139743, Korea; [email protected] * Correspondence: [email protected] Abstract: This study is an empirical study on the impact of change management on organizational innovation through innovative behavior in the public sector. The independent variables are the four elements of change management (organizational goal, transformational leadership, participation and communication, education and training), the dependent variable is organizational innovation, and the mediating variable is the innovative behavior of members. The data used for the analysis is the Public Service Recognition Survey 2018 by KIPA (the Korea Institute of Public Administration). Hayes’ Process Macro analysis (Model 4) was performed to verify the mediating variable. As a result of the analysis, it was found that change management factors have a positive effect on innovative behavior and organizational innovation. In addition, public officials’ innovative behavior played a mediating role between change management and organizational innovation. It was confirmed that the innovative behavior of organizational members is essential to achieve organizational innova- tion. Among the factors of change management, participation and communication had the highest influence on innovative behavior and organizational innovation. Citation: Sung, W.; Kim, C. A Study Keywords: on the Effect of Change Management change management; transformational leadership; organizational goal; participation and on Organizational Innovation: communicate; innovative behavior; organizational innovation; hayes process macro Focusing on the Mediating Effect of Members’ Innovative Behavior.
    [Show full text]
  • Guidance for Change Management in the Federal Workforce
    Guidance for Change Management in the Federal Workforce Accelerating the Gears of Transformation TABLE OF CONTENTS Introduction .................................................................................................................................... 3 Creating Change .............................................................................................................................. 4 1. Develop Strategic Objectives and Specific Future Human Capital Requirements .................. 6 2. Conduct Workforce Analysis ................................................................................................... 8 3. Consider Scenarios and Decide on a Path ............................................................................... 9 4. Plan for Structural and Cultural Change ................................................................................ 12 5. Manage Transformation through Ongoing Human Capital Strategies and Evaluation Processes ................................................................................................................................... 15 Guidance for Change Management in the Federal Workforce 2 INTRODUCTION Under the guidance of M‐17‐22 “Comprehensive Plan for Reforming the Federal Government and Reducing the Federal Civilian Workforce,” Federal agencies are reevaluating how to conduct operations, leveraging technology and automation, reshaping themselves to achieve those goals, and transforming their approach to human capital resources in order to most effectively and efficiently
    [Show full text]
  • Yale University Change Management Process Guide
    Yale University Change Management Process Guide Yale University Change Management Process 1 of 29 Table of Contents Introduction .................................................................................................................................................. 3 Purpose ..................................................................................................................................................... 3 Scope ......................................................................................................................................................... 3 Change Management Overview ................................................................................................................... 3 Change Management Key Concepts ......................................................................................................... 4 Change Management Policies ................................................................................................................... 5 Change Management Process Flow .............................................................................................................. 6 Roles and Responsibilities ............................................................................................................................. 6 Process Procedures ....................................................................................................................................... 8 1.0 Request Change .................................................................................................................................
    [Show full text]
  • Managing Change in OECD Governments: an Introductory Framework", OECD Working Papers on Public Governance, No
    Please cite this paper as: Huerta Melchor, O. (2008), "Managing Change in OECD Governments: An Introductory Framework", OECD Working Papers on Public Governance, No. 12, OECD publishing, © OECD. doi:10.1787/227141782188 OECD Working Papers on Public Governance No. 12 Managing Change in OECD Governments AN INTRODUCTORY FRAMEWORK Oscar Huerta Melchor* *OECD, France OECD Working Papers on Public Governance No.12 Managing Change in OECD Governments An Introductory Framework Oscar Huerta Melchor June 2008 FOREWORD In its programme of work and budget for 2007-2008 the Directorate for Public Governance and Territorial Development of the OECD (GOV) includes the realisation of a study on managing change in government. The objective is to explore the different ways in which OECD countries are managing the change produced by the introduction of major reform initiatives intended to transform the administrative culture of the public service to make it more efficient and effective. In order to prepare the ground for study, GOV undertook a literature review and formulated a preliminary document submitted for discussion at the meeting of the Public Employment and Management (PEM) Working Party of the OECD in November 2007. Six OECD countries presented their experience on managing change: Finland, France, Italy, Portugal, Spain, and Switzerland. This paper draws preliminary conclusions that will require further exploration and discussion which may be part of a future work programme. This project was led by Oscar Huerta Melchor (OECD, Secretariat) and reviewed by Elsa Pilichowski (OECD, Secretariat) under the supervision of Barry Anderson (OECD, Secretariat).The six case studies are revised versions of the reports presented at the PEM working party meeting in 2007 by the following government officials from OECD member countries: Finland: Mr.
    [Show full text]
  • Seven Steps for Successful Change Management Strategy
    Seven Steps for Successful Change Management Strategy A Workable Process for Change Executive Summary The Association of Change Management Professionals® (ACMP®)1 Standard for Change Management©2 provides a thorough guide to developing a change management strategy. The Standard was built from the ground up by a working group of over 1,100 change management thought leaders and volunteers from 57 countries, each averaging more than 10 years experience. In this document, jTask Inc. unpacks the ACMP Standard elements of change management strategy, and adds our own advice as experts in Change Management, just as we do when working with our clients. The ACMP Standard for Change Management separates the change effort into five major areas that are: 1. Evaluate the Change Impact and Organizational Readiness 2. Formulate the Change Management Strategy 3. Develop the Change Management Plan 4. Execute the Change Management Plan 5. Complete the Change Management Effort At jTask we think Formulate the Change Management Strategy is the most important part of the Change Management process. The strategy needs to be correct for any change implementation. We have explored the issues to help you select the right approach in each key step to build your change management strategy. A New Approach to Change As a leader of your organization, you already know that change is inevitable. Whether it's changing one step of a process, overhauling a department, or making a complete business transformation, change is an important part of growth, development, and success. Of course, change is a complicated process, with the potential for great success or failure.
    [Show full text]
  • Change Management- a Challenge in Supply Chain Management
    Global Journal of Management and Business Studies. ISSN 2248-9878 Volume 3, Number 5 (2013), pp. 549-554 © Research India Publications http://www.ripublication.com/gjmbs.htm Change Management- A Challenge in Supply Chain Management Jyoti Jindal Former Lecturer, GGS College for Women, Chandigarh. Abstract Ever changing business environment is resulting in an ever increasing need for making corresponding changes in your business system. Entrepreneurs who are slow or who fail in their endeavor to implement change get left behind with fair chances of getting doomed. The biggest challenge is to the supply change management because of ever changing technologies, fast product improvements, and inclination to adopt global perspective for future growth. Consumer has a wide choice today because of high degree of visibility of world markets. There is frequent introduction of innovative products in the market by global competitors forcing various entrepreneurs to find alternative ways to maintain their market share. Increased international trades have changed various systems for material handling and transport etc. As such, there are many such factors which call for changes in supply chain management every now and then. There are various challenges in managing changes, particularly changes in supply chains, which are life line of any organization. Any disruption to it can result in a devastating impact on the health of an organization. No matter how effective a change is designed, it can be undermined by a few disgruntled individuals at some point of supply chain. There is no clear cut methodology that can effectively tackle all changes in supply chains of all organizations.
    [Show full text]
  • The Successful Implementation of Supply Chain Management Technology Initiatives: Technological Readiness As a Key Indicator
    Georgia Southern University Digital Commons@Georgia Southern Electronic Theses and Dissertations Graduate Studies, Jack N. Averitt College of Fall 2015 The Successful Implementation of Supply Chain Management Technology Initiatives: Technological Readiness as a Key Indicator Scott R. Cox Follow this and additional works at: https://digitalcommons.georgiasouthern.edu/etd Part of the Operations and Supply Chain Management Commons Recommended Citation Cox, Scott R., "The Successful Implementation of Supply Chain Management Technology Initiatives: Technological Readiness as a Key Indicator" (2015). Electronic Theses and Dissertations. 1351. https://digitalcommons.georgiasouthern.edu/etd/1351 This thesis (open access) is brought to you for free and open access by the Graduate Studies, Jack N. Averitt College of at Digital Commons@Georgia Southern. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons@Georgia Southern. For more information, please contact [email protected]. 1 THE SUCCESSFUL IMPLEMENTATION OF SUPPLY CHAIN MANAGEMENT TECHNOLOGY INITIATIVES: TECHNOLOGICAL READINESS AS A KEY INDICATOR by SCOTT R. COX (Under the Direction of Stephen M. Rutner) ABSTRACT The emergence of what is modern supply chain management (SCM) can be attributed to the revolutionary advances in information technology over the past three decades. Despite significant investment in supply chain management technology (SCMT) and the implementation process, many companies still experience considerable complications during SCMT implementation. There is a dearth of research concerning the implementation of SCMT. A proven path to supply chain technology implementation has yet to be established. In an effort to address this gap, this dissertation considers the role of technological readiness as a part of a comprehensive model for SCMT implementation.
    [Show full text]
  • Organizational Change Management in Higher Education Through the Lens of Executive Coaches
    education sciences Article Organizational Change Management in Higher Education through the Lens of Executive Coaches Dimitrios Vlachopoulos Faculty of Digital Media & Creative Industries, Digital Society School, Amsterdam University of Applied Sciences, 1091 GM Amsterdam, The Netherlands; [email protected] Abstract: This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need). Keywords: higher education; qualitative research; organizational change management; academic Citation: Vlachopoulos, D. leadership development; academic leadership Organizational Change Management in Higher Education through the Lens of Executive Coaches. Educ. Sci.
    [Show full text]
  • Create Real Change by Pulling the Eight Levers
    NANO TOOLS FOR LEADERS® CREATE REAL CHANGE BY PULLING THE EIGHT LEVERS Nano Tools for Leaders® are fast, effective leadership tools that you can learn and start using in less than 15 minutes — with the potential to signifi- cantly impact your success as a leader and the engagement and productivity of the people you lead. Contributor: Greg Shea, Adjunct Professor of Management, Faculty Associate, Center for Leadership and Change Management, The Wharton School; and Cassie Solomon, president and founder of The New Group Consulting, Inc. THE GOAL: Ensure your next change initiative is a success by adapting your work envi- ronment to support it. NANO TOOL: Real change is hard to come by. Studies consistently show that more than half of all change initiatives end in failure. Many of those initiatives rely heavily, even overwhelmingly on leadership skills such as walking the talk and careful communica- tion plans. Yet such an approach by itself often falls short. Success is more likely if leaders take the time to lead change by carefully identifying the new behaviors that change will require from people and then designing the work environment to encourage and reinforce exactly those behaviors. The Visionary Leadership Nano Tool showed you how to identify the end-point behaviors that are the mark a successful transformation. Now, we turn to the work environment — how can you redesign it to make those ideal behaviors and actions more likely to occur? The work system as a whole is composed of eight environmental aspects, each of which can become a powerful lever for change.
    [Show full text]