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Can Computer Make Mistakes? Quality in Software Development Alex Hauber – IBM Haifa Labs June 2004.

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Presentation on theme: "Can Computer Make Mistakes? Quality in Software Development Alex Hauber – IBM Haifa Labs June 2004."— Presentation transcript:

1 Can Computer Make Mistakes? Quality in Software Development Alex Hauber – IBM Haifa Labs June 2004

2 Agenda  Quality  Software Quality Problems  ISO 9000  Quality in HRL : 3 paradigms  Life after ISO

3 Can Computers Make Mistakes? Computers are pervasive and getting more so by the day Can they make mistakes? Can we afford it?

4 Agenda  Quality  Quality Principles in IBM  ISO 9000  Quality in HRL : organization, processes, procedures

5  what is Quality?

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11 Customer Satisfaction = Requirements + Expectations

12 A customer is the most important visitor on our premise. He is not dependent on us; we are dependent on him. He is not an interruption our work; he is the purpose of it. He is not an outsider on our business; he is a part of it. We are not doing him a favor be serving him; he is doing us a favor by giving us an opportunity to do so. Mahatma Gandhi

13 "... People expect more from IBM, Maintaining our customers' confidence in us is a matter of execution -- in every customer engagement, by every IBMer, every single day..." Lou V. Gerstner

14 From the CEO... Any Quality initiative at IBM must be consistent with our first three guiding principles:  The Marketplace is the driving force behind everything we do.  At our core, we are a technology company with an overriding commitment to Quality.  Our primary measures of success are customer satisfaction and shareholder value.

15 From the CEO... In support of those principles, we have instituted a single Corporate Policy on IBM Quality. It states: IBM has an overriding worldwide commitment to the quality of the products, solutions and services we provide to our customers. Quality is recognized as a fundamental component of the value customers receive from IBM. IBM is committed to the goals of achieving total customer satisfaction, delivering superior products, solutions, services and exceeding customer requirements. Recognizing that the marketplace is the driving force behind everything we do, IBM implements effective business processes that support value creation for our customers and our stakeholders. IBM leaders are responsible for establishing objectives and using measurements to drive continual improvement in Quality and in customer satisfaction. All IBMers are expected to contribute to continual improvement as an integral part of our Quality management system.

16 From the CEO... Beyond that renewed policy, our longstanding existing Corporate Instruction #105 requires that: Each new IBM product is to be better in reliability, availability and serviceability than the comparable product it replaces, including competitive offerings.

17 Agenda  Quality  Software Quality Problems  ISO 9000  Quality in HRL : 3 paradigms  Life after ISO

18 Customer view Functional Specs Programmer view From Requirements to Product

19 Software Quality Problems Once the software is developed, how do we know it is correct? Validation vs Verification How do we assure RAS ?

20 Software Quality Problems Software is almost always part of a system, a complex system

21 SQA Problems Dynamic Testing –black box –white box Static Testing none is complete

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23 “In most cases, the projects that achieve the lowest defect rates, also achieve the shortest schedules” “IBM was the first company to discover that…” Jones 1991

24 Software Quality Problems Can (and frequently does) begin with the coding !

25 Agenda`  Quality  Software Quality Problems  ISO 9000  Quality in HRL : 3 paradigms  Life after ISO

26 ISO 9000 Principles  Say What You Do  Do what You Say  Prove It

27 ISO 9000 Principles  Say What You Do - Procedures  Do what You Say - Implement  Prove It - Audits

28 - complexity

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30 The need for Procedure

31 The Process Management Premise The quality of a (software) system is largely governed by the quality of the process used to develop and maintain it This premise implies focus both on process and on product

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35 IBM Geographies NA EMEA LA AP

36 S&D ESG SWG TG PSG GS Tier 1 Corporate Processes Tier 2 Group Customized Processes Tier 3 Locally Customized Processes / Procedures IBM G Q M S Framework Divisions Geographies Business Units Tier 4 Local Business Unit Procedures GS-Global Services SWG TG -Software Group Technology Group PSG ESG -Personal Systems Group Enterprise Systems Group S&D-Sales and Distribution Group

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38 Server Group Personal Systems Group Software Group Global Services Sales and Distribution Market Planning Integrated Product Development Integrated Ser- vice Offering Development Integrated Supply Chain Procurement Human Resources Legal Finance Chief Information Officer Technology Group Customer Relationship Management Fulfillment (Hardware) Fulfillment (Software) Storage Systems Group Marketing Corporate Business Processes and Supporting Organizations

39 ISO 9000 Principles  Internal Audits - ongoing  External Audits - once a year

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41 Agenda  Quality  Software Quality Problems  ISO 9000  Quality in HRL : 3 paradigms  Life after ISO

42 Ordered Development: 1 st paradigm: Planning

43  Plan, Plan, Then Re-Plan  Identify Risks Early  Develop in Parallel Planning Philosophy and Strategy

44  Plans are useless  Planning is priceless Planning Philosophy and Strategy

45 Ordered Development: 2 nd paradigm: Design before Implementation

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47 Development Process Regular Project DOU/Contract Maintenance Process Review Process Test Process Func Spec High Level Design Low Level Design CODING FVT SVT` PD P

48 Development Process Research Projects Review Process DOU/Contract Feasibility Design Quality Records PDP Prototype Go/No Go Decision

49 The spiral Model Start small and expand the scope of the project in increments, only after reducing the risk to an acceptable level

50 Ordered Development: 3 rd paradigm: Reviews !!!

51 Reviews Design Reviews Code Reviews

52 Reviews - is not... A Review is NOT....

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55 Reviews - is rather... A Review is rather....

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58 Review guidelines  define attendees and review leader  prepare and distribute all material beforehand  DO NOT present review material at review  no need to write minutes  write a review summary: subject, date, attendees, final outcome  document action items: action, responsible,target date  follow up until all a.i. are closed

59 Discussion rules  Listen to your peers  You can not argue with facts  It is not the one who shouts the loudest who is right

60 Code review  Peer review  Imperative to have Coding Standards  Cycling – fringe benefit of code familiarity throughout the group

61 Life after ISO Reuse OO – Java OO – UML Open Source

62 Effective Deployment of 6 Best Practices - by Rational 1.Develop software iteratively 2. Manage requirements 3. Use component-based architectures 4. Visually model software 5. Verify software quality 6. Control changes to software

63 Life after ISO CMMI – Capability Maturity Model Integration

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66 --- The End ---

67 ? You are not allowed to comment to outsiders regarding IBM's business performance or prospects anywhere in the world at anytime. The only exception to this rule is when such comments are carefully coordinated in advance with the appropriate legal, communications and corporate Investor Relations functions. ? You are not allowed to make any comment on rumors. When asked about any rumor -- including any rumor about business results, acquisitions or divestitures or management changes -- we say “IBM has a policy of not commenting on rumors”. This means we do not deny, affirm, wink or nod. The reason for this policy is simple -- once a company begins to deny baseless rumors, it may be obligated to affirm rumors that have some basis in fact. If a company denies a rumor that has some truth to it, the company is exposed to litigation for misleading the market Comments on IBM business performance

68 When executives do not follow these rules, companies lose millions in litigation, reputations are ruined and jobs are lost. There are no excuses for failure, and you need to make sure that all your people understand these rules. Karl Taborsky Director of Customer Satisfaction & Quality EMEA - A Vienna

69 ISO 9000 Principles  Internal Audits - ongoing  External Audits - once a year

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71 --- Backup Foils ---

72  Plan, Plan, Then Re-Plan  Identify Risks Early  Develop in Parallel Design Philosophy and Strategy

73 Letter of the CEO In S&T we have set ourselves a demanding standard for quality. Our objective is to provide a competitive system, products and services which fully meet our internal and external customers' requirements first time, on time and every time. The quest for quality in S&T is part of overall IBM commitment to excellence. The policies and principles contained in this manual are based on the Corporate Quality Values and ISO 9000 standards, and are designed to help S&T to adopt a systematic approach to quality. Our customers, now and in the future, will judge S&T on the overall quality of the products and services we deliver. Quality means conformance to requirements. If we get it right, if we satisfy the customers' needs, they will continue to work with us. An important part of our business strategy is developing unique high quality software and hardware products. A continuous progress in all areas of our business, acquisition of new knowledge assets, increase in productivity and quality will continue to keep S&T superior to the competition. I am pleased to approve the contents of this Quality Manual and the quality procedures listed therein for immediate implementation in S&T. Dr. J. Raviv, CEO Science and Technology, IBM Israel October 1996

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75 Senior Vice President & Group Executive Software Group S.M. (Steve) Mills  Solutions & Strategy  Application & Integration Middleware  Database Management  Tivoli Systems  Lotus Development Senior Vice President & Group Executive Sales & Distribution J.M. (Mike) Lawrie  Global Small Business  Global Midmarket Business  Global Industry Sectors  Global Business Partners  Global Net Gen  ibm.com  Americas  Asia Pacific  Europe/Middle East/Africa Senior Vice President & Group Executive Global Services D.T. (Doug) Elix  Integrated Technology Services  Business Innovation Services  Strategic Outsourcing Senior Vice President & Group Executive Global Financing J.C. (Joe) Lane Senior Vice President Communications J.C. (Jon) Iwata Senior Vice President & Chief Financial Officer J.R. (John) Joyce Senior Vice President General Counsel L.R. (Larry) Ricciardi Senior Vice President Human Resources J.R. (Randy) MacDonald Senior Vice President Marketing A.F. (Abby) Kohnstamm  Research  Procurement Senior Vice President Strategy J.B. (Bruce) Harreld Vice Chairman of the Board J.M. (John) Thompson Senior Vice President Corporate Technology & Manufacturing N.M. (Nick) Donofrio General Manager Personal & Printing Systems Group R.W. (Bob) Moffat, Jr.  Personal Computers  Printing Systems Div.  Retail Store Solutions Senior Vice President & Group Executive Technology Group J.E. (John) Kelly III  Microelectronicss  Storage Technology Division  Displays  APTO Senior Vice President & Group Executive Server Group W.M. (Bill) Zeitler  Enterprise Servers  Web Servers  Mid-Market Servers  Appliance Server  xSeries Senior Vice President & Group Executive Storage Systems Group L.S. (Linda) Sanford  Storage Networking Solutions  Disk Products  Tape Products  Storage Management Software CORPORATE ORGANIZATION January 2002  IGF Americas  IGF Asia Pacific  IGF EMEA  IGF Acquisitions & Strategic Alliances  Global Asset Recovery Services  IBM Credit Union Chief Executive Officer & Chairman L.V. (Louis) Gerstner, Jr. Board of Directors President & Chief Operating Officer S.J. (Sam) Palmisano  Business Transformation/CIO

76 HRL Quality System Structure Project 2 Project 1 Quality Rep Group Manager Department Manager Lab Director Quality Manager Quality Coordinator Quality Steering Committee

77 Rank H01 1HITACHIDELL CISCO 2DELLHPHITACHIDELL 3HPCOMPAQHPIBM 4COMPAQHITACHIIBMGWAYHPGWAY 5SUN HPGWAYHP 6NOVELLIBMCOMPAQSUN NEC 7IBMDEC HITACHICOMPAQ 8TOSHIBANOVELL FUJITSUSUN 9MSOFT.UNISYSFUJITSUCOMPAQSAP AGFUJITSU 10DECNEC ORACLESAP AG Cisco 79.0 Dell 76.5 IBM 75.8 Worldwide Overall Satisfaction: IBM Relative To Competition Actual 1H01= +0.3 Target YE01 = +1.5 Customer Satisfaction - Direct 1H02

78 Agenda  Quality  Quality Principles in IBM  ISO 9000  Quality in HRL : organization, processes, procedures

79 Agenda  Quality  Quality Principles in IBM  ISO 9000  Quality in HRL : organization, processes, procedures

80 Balanced View of Quality Use internal and external performance measures to obtain a balanced view of quality Internal product quality metrics IWTS Measure satisfaction with the people and process from customer's point of view External Measure People and Process External Measure Product Quality PIQTS Measure satisfaction with the product from customer's point of view Internal Measures

81 ISO 9000 Principles  origins in European Common Market  customer's point of view  based on process control vs product control  required in ECC  why HRL chose to adopt it


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