Software Quality Management Level

1. Are the activities for managing software quality planned for the project?

a Release specifications identify the expectations for the quality metrics. These specifications are established for each iteration and are documented in status assessments (in-progress snapshots) and release descriptions (major milestone baselines).

2. Does the project use measurable and prioritized goals for managing the quality of its software products (e.g., functionality, reliability, maintainability, and usability) ?

â–² This is the purpose of the release specifications and associated demonstrations, release descriptions, and metrics.

3. Are measurements of quality compared to goals for software product quality to determine if the quality goals are satisfied?

a The project vision statement, release specifications, and release descriptions track the achievement of quality goals. Status assessments also provide periodic insight into the achievement of a certain minimum set of quality indicators.

4. Does the project follow a written organizational policy for managing software quality?

a Organizational policy defines the mechanisms for managing software quality (release specifications, release descriptions, quality metrics, PRAs, and CCB/SCOs).

5. Do members of the software engineering group and other software-related groups receive required training in software quality management (e.g., training in collecting measurement data and benefits of quantitatively man-aging product quality)?

a Training is an organization-specific issue.

6. Are measurements used to determine the status of the activities for managing software quality (e.g., the costs of poor quality)?

a The scrap and rework metrics provide proven indicators of process performance in achieving quality and of the costs associated with reworking inadequate quality in intermediate products.

7. Are the activities performed for software quality management reviewed with senior management on a periodic basis?

a Quality activities and metrics should be reviewed periodically with senior management.

Defect Prevention, Level 5

1. Are defect prevention activities planned? a Not addressed.

2. Does the project conduct causal analysis meetings to identify common causes of defects?

a Not addressed.

3. Once identified, are common causes of defects prioritized and systematically eliminated?

a Not addressed.

4. Does the project follow a written organizational policy for defect prevention activities?

a Not addressed.

5. Do members of the software engineering group and other software-related groups receive required training to perform their defect prevention activities (e.g., training in defect prevention methods and the conduct of task kick-off or causal analysis meetings)?

a Training is an organization-specific issue.

6. Are measurements used to determine the status of defect prevention activities (e.g., the time and cost for identifying and correcting defects and the number of action items proposed, open, and completed)?

a Projects must use a set of metrics for determining the effectiveness and status of defects. Defect prevention activities are not specifically addressed or formalized, but the primitives are well defined via the management and quality metrics. PRA reviews, SCOs, and CCBs provide mechanisms for practicing defect prevention,

7. Are the activities and work products for defect prevention subjected to SQA review and audit?

a All status assessments and PRA reviews are provided to the SEPA (for organization SQA). Status assessments are distributed to project personnel and stakeholders, and SCO data are reviewed in CCBs to verify that all personnel are contributing to the SQA of defect prevention data.

Technology Change Management, Level 5

1. Does the organization follow a plan for managing technology changes? a Not addressed.

2. Are new technologies evaluated to determine their effect on quality and productivity?

a Not addressed.

3. Does the organization follow a documented procedure for incorporating new technologies into the organization's standard software process?

4. Does senior management sponsor the organization's activities for managing technology change (e.g., by establishing long-term plans and commitments for funding, staffing, and other resources)?

a Not addressed.

5. Do process data exist to assist in the selection of new technology? a Not addressed.

6. Are measurements used to determine the status of the organization's activities for managing technology change (e.g., the effect of implementing technology changes)?

a Not addressed.

7. Are the organization's activities for managing technology change reviewed with senior management on a periodic basis?

a Not addressed. Process Change Management, Level 5

1. Does the organization follow a documented procedure for developing and maintaining plans for software process improvement?

a The organizational policy should include an appendix on process improvement.

2. Do people throughout your organization participate in software process improvement activities (e.g., on teams to develop software process improvements)?

a The SEPA and PRAs participate. Other participation is organization-specific.

3. Are improvements continually made to the organization's standard software process and the project's defined software processes?

a Each new iteration of a project is an opportunity to inject process improvements into the software development plan. Organizational policy also requires periodic reassessment and improvement.

4. Does the organization follow a written policy for implementing software process improvements?

a The written policy should be included as an appendix to the organizational policy.

5. Is training in software process improvement required for both management and technical staff?

a Training is an organization-specific issue.

6. Are measurements made to determine the status of the activities for software process improvement (e.g., the effect of implementing each process improvement compared to its defined goals)?

a The organizational policy and SEPA should be required to assess the ROI of organizational improvement activities periodically.

7. Are software process improvement efforts reviewed with senior management on a periodic basis?

a The general manager of the organization should be responsible for approving all changes to the organizational policy.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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