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PROJECT QUALITY MANAGEMENT

1.) Iso 9126 Quality Management Software:

The purpose of this article is to present an overview of the ISO 9126 standard and to give a detailed description of the software quality model used by this standard.

ISO9126–1 represents the latest (and ongoing) research into characterizing software for the purposes of software quality control, software quality assurance and software process improvement (SPI). This article defines the characteristics identified by ISO 9126–1. The other parts of ISO 9126, concerning metrics or measurements for these characteristics, are essential for SQC, SQA and SPI but the main concern of this article is the definition of the basic ISO 9126 Quality Model.

The ISO 9126–1 software quality model identifies 6 main quality characteristics, namely:

2.) Myers Briggs Personality:

The Myers–Briggs Type Indicator (MBTI) is an introspective self-reportquestionnaire designed to indicate psychological preferences in how people perceive the world around them and make decisions. The MBTI was constructed by Katharine Cook Briggs and her daughter Isabel Briggs Myers.

Quiet, serious, earn success by thoroughness and dependability. Practical, matter-of-fact, realistic, and responsible. Decide logically what should be done and work toward it steadily, regardless of distractions. Take pleasure in making everything orderly and organized — their work, their home, their life. Value traditions and loyalty.

Quiet, friendly, responsible, and conscientious. Committed and steady in meeting their obligations. Thorough, painstaking, and accurate. Loyal, considerate, notice and remember specifics about people who are important to them, concerned with how others feel. Strive to create an orderly and harmonious environment at work and at home.

Seek meaning and connection in ideas, relationships, and material possessions. Want to understand what motivates people and are insightful about others. Conscientious and committed to their firm values. Develop a clear vision about how best to serve the common good. Organized and decisive in implementing their vision.

Have original minds and great drive for implementing their ideas and achieving their goals. Quickly see patterns in external events and develop long-range explanatory perspectives. When committed, organize a job and carry it through. Skeptical and independent, have high standards of competence and performance — for themselves and others.

Tolerant and flexible, quiet observers until a problem appears, then act quickly to find workable solutions. Analyze what makes things work and readily get through large amounts of data to isolate the core of practical problems. Interested in cause and effect, organize facts using logical principles, value efficiency.

Quiet, friendly, sensitive, and kind. Enjoy the present moment, what’s going on around them. Like to have their own space and to work within their own time frame. Loyal and committed to their values and to people who are important to them. Dislike disagreements and conflicts, do not force their opinions or values on others.

Idealistic, loyal to their values and to people who are important to them. Want an external life that is congruent with their values. Curious, quick to see possibilities, can be catalysts for implementing ideas. Seek to understand people and to help them fulfill their potential. Adaptable, flexible, and accepting unless a value is threatened.

Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than in social interaction. Quiet, contained, flexible, and adaptable. Have unusual ability to focus in depth to solve problems in their area of interest. Skeptical, sometimes critical, always analytical.

Flexible and tolerant, they take a pragmatic approach focused on immediate results. Theories and conceptual explanations bore them — they want to act energetically to solve the problem. Focus on the here-and-now, spontaneous, enjoy each moment that they can be active with others. Enjoy material comforts and style. Learn best through doing.

Outgoing, friendly, and accepting. Exuberant lovers of life, people, and material comforts. Enjoy working with others to make things happen. Bring common sense and a realistic approach to their work, and make work fun. Flexible and spontaneous, adapt readily to new people and environments. Learn best by trying a new skill with other people.

Warmly enthusiastic and imaginative. See life as full of possibilities. Make connections between events and information very quickly, and confidently proceed based on the patterns they see. Want a lot of affirmation from others, and readily give appreciation and support. Spontaneous and flexible, often rely on their ability to improvise and their verbal fluency.

Quick, ingenious, stimulating, alert, and outspoken. Resourceful in solving new and challenging problems. Adept at generating conceptual possibilities and then analyzing them strategically. Good at reading other people. Bored by routine, will seldom do the same thing the same way, apt to turn to one new interest after another.

Practical, realistic, matter-of-fact. Decisive, quickly move to implement decisions. Organize projects and people to get things done, focus on getting results in the most efficient way possible. Take care of routine details. Have a clear set of logical standards, systematically follow them and want others to also. Forceful in implementing their plans.

Warmhearted, conscientious, and cooperative. Want harmony in their environment, work with determination to establish it. Like to work with others to complete tasks accurately and on time. Loyal, follow through even in small matters. Notice what others need in their day-by-day lives and try to provide it. Want to be appreciated for who they are and for what they contribute.

Warm, empathetic, responsive, and responsible. Highly attuned to the emotions, needs, and motivations of others. Find potential in everyone, want to help others fulfill their potential. May act as catalysts for individual and group growth. Loyal, responsive to praise and criticism. Sociable, facilitate others in a group, and provide inspiring leadership.

Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organizational problems. Enjoy long-term planning and goal setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas.

3.) Ishikawa Diagram :

When utilizing a team approach to problem solving, there are often many opinions as to the problem’s root cause. One way to capture these different ideas and stimulate the team’s brainstorming on root causes is the cause and effect diagram, commonly called a fishbone. The fishbone will help to visually display the many potential causes for a specific problem or effect. It is particularly useful in a group setting and for situations in which little quantitative data is available for analysis.

The fishbone has an ancillary benefit as well. Because people by nature often like to get right to determining what to do about a problem, this can help bring out a more thorough exploration of the issues behind the problem — which will lead to a more robust solution.

To construct a fishbone, start with stating the problem in the form of a question, such as “Why is the help desk’s abandon rate so high?” Framing it as a “why” question will help in brainstorming, as each root cause idea should answer the question. The team should agree on the statement of the problem and then place this question in a box at the “head” of the fishbone.

The rest of the fishbone then consists of one line drawn across the page, attached to the problem statement, and several lines, or “bones,” coming out vertically from the main line. These branches are labeled with different categories. The categories you use are up to you to decide. There are a few standard choices:

Table 1: Fishbone Suggested Categories

Service Industries
(The 4 Ps)Manufacturing Industries
(The 6 Ms)Process Steps
(for example)

4.) Check-Sheet :

Classification check sheet: A trait such as a defect must be classified into a category. If you just kept track of the total defects, you would know that you had 101 total defects. That is somewhat useful but that, in and of itself, does not provide much insight as to which day is the worst day or which source of defects is in the worst shape, etc. With a classification check sheet, it provides a visual overview of the problem areas.

5. ) Scatter Diagram :

A scatter diagram, also called a scatterplot or a scatter plot, is a visualization of the relationship between two variables measured on the same set of individuals.

A scatter diagram makes it particularly easy to spot trends and correlations between the two variables. For example, the scatter diagram illustrated above plots wine consumption (in liters of alcohol from wine per person per year) against deaths from heart disease (in deaths per 100,000 people) for 19 developed nations (Moore and McCabe 1999, Ex. 2.5)

6. ) Histogram :

Also called: Pareto diagram, Pareto analysis

Variations: weighted Pareto chart, comparative Pareto charts

A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or money), and are arranged with longest bars on the left and the shortest to the right. In this way the chart visually depicts which situations are more significant.A Pareto chart, named after Vilfredo Pareto, is a type ofchart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. Pareto Analysis is a statistical technique in decision-making used for the selection of a limited number of tasks that produce significant overall effect. It uses the ParetoPrinciple (also known as the 80/20 rule) the idea that by doing 20% of the work you can generate 80% of the benefit of doing the entire job.

8. ) Cross Functional Flowchart:

When a flowchart describes a process in which a number of different people, departments, or functional areas are involved, it is sometimes difficult to keep track of who is responsible for each step. A useful additional technique for tracking this, and for analyzing the number of times a process is ‘handed over’ to different people, is to divide the flowchart into columns. Head up each column with the name of the person or function involved in the process. And each time they carry out an action, show it in their column. This is illustrated in the flowchart below which covers a simple purchasing process. It shows how the control of the process passes from the person initiating the purchase to the Purchasing Dept, and then to the Supplier.

Use cross-functional flowcharts to show the relationship between a business process and the functional units (such as departments) responsible for that process.

Bands represent the functional units. Shapes representing steps in the process are placed in bands that correspond to the functional units responsible for those steps.

The Cross-Functional Flowchart template is available in two locations. On the File menu, point to New, point to Business Process or Flowchart, and then click Cross-Functional Flowchart.

A deployment flowchart (sometimes referred to as across functional flowchart) is a business process mapping tool used to articulate the steps and stakeholders of a given process. “Deploymentflowcharts consist of a sequence of activity steps and also the interactions between individuals or groups.”.

9.) Run Chart:

A run chart is a line graph of data plotted over time. By collecting and charting data over time, you can find trends or patterns in the process. Because they do not use control limits, run charts cannot tell you if a process is stable. A run chart is the simplest chart of all. It shows the variation in a single data group over a period of time. A run chart helps you analyze the following: Trends in the process; i.e. whether the process is moving upward or downward.

10. ) Six Sigma:

Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towardsixstandard deviations between the mean and the nearest specification limit) in any process — from manufacturing to transactional and from product to service. Six Sigma is a methodology focused on creating breakthrough improvements by managing variation and reducing defects in processes across the enterprise. …Sigma is a statistical term that measures process deviation from the process mean or target. Bill Smith and Bob Galvin, both of Motorola, developed the Six Sigma quality improvement process in 1986. The idea of Six Sigma is to improve quality so that the number of defects becomes so few that they are statistically insignificant.

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