asp net barcode reader Project Quality Management REDUCING THE COST OF QUALITY in Software

Printer QR Code in Software Project Quality Management REDUCING THE COST OF QUALITY

CHAPTER 13 Project Quality Management REDUCING THE COST OF QUALITY
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Creating quality results pays o in the long run, after the product is delivered to the customer. But doing quality work takes time and money limited resources on any project for quality planning, quality control, and quality assurance. How do we get the most for our money when it comes to quality There are two things we can do: Focus our e orts, and work with prevention, checking, and testing.
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Focusing our efforts
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Let us be pessimistic for a moment and assume that some mistakes will be made, and that some of them will not be caught. We will have errors in our nal product at the end of the project. A question: Where in the process of our work would those errors do the most harm Wherever those areas are, we should focus most of our QA and QC e ort there. Evaluate your project after reviewing these ideas:  The worst mistake is never being on the same page. Project failure is often the result of never really knowing what the customer wanted. Or giving the customer what they asked for, without helping the customer determine what was really needed. We can avoid this by focusing on quality de nition with words and pictures, and QA and QC for the planning documents.  Due to the 1:10:100 rule, early mistakes are more costly. Quality e orts should be strong from the beginning. This also helps the team own the project and do what it takes to make it good.  Some components are more important or more sensitive than others. Identify what matters most to the customer. Perform a technical evaluation of the product or service to determine what is most crucial. Focus more e ort but not all your e ort on those areas.  Do not leave anything out. Occasionally, a peripheral stakeholder knows something or needs something absolutely key to success. While we must focus our e orts, we must not skip anyone or anything. In the real world, the smallest side piece can turn out to be crucial to operational success and value.
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Prevention, checking, and testing
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We can make quality management most e cient by focusing rst on prevention, second on checking, and third on testing.
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PART THREE Skills and Tools
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Prevention is any e ort we make to get it right the rst time. If we choose intelligently from best practices and follow those procedures carefully, we are preventing future problems. If we understand the project goals and include the right expertise on the team, we are doing good project human resources management, and the result is good-quality work. If we perform gap analysis and resolve problems early, we are preventing problems. Prevention of defects is achieved through the application of the 1:10:100 rule by doing quality work in every process. Checking is a generic term for any process that reviews and validates our work other than testing. Choose from the formal and informal methods discussed above, and check project documents and product or service components as thoroughly as possible. To test something means to actually use a component in a simulation, or in the real world and see if it works. The testing cycle is our last, and most expensive, chance to get it right. When errors are discovered in testing components, it is an indication that we did quite a lot of work before we knew something was wrong. We are far o course, and the e ort in the wrong direction was expensive. The diagnosis to determine where we are and the rework to get us back on course adds more cost. We want to do good, thorough testing, but we want to have already done good enough prevention and checking that we nd very few errors even with very thorough testing. Now that we have looked at the key concepts of quality, let us get the tools we need for the ve steps of quality management: de ning, planning for, controlling, assuring, and delivering quality.
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