Professional Documents
Culture Documents
Version 4.0
July 2001
Statement of Confidentiality
This Training material contains information that is proprietary and confidential to
TATA Consultancy Services.
1
Course Coverage
What is a Process?
Product of service
Data
3
QPM
SQM
Process Quality
Product Quality
Here:
Quality factor =
Performance
(Responsiveness)
Quality goal =
< 5 milliseconds
11
Quality factor =
Reliability
Quality goal =
< 5 defects/KLOC
12
Process performance is
measured
Measurements on process
metrics result in changes to the
software process (OPD)
Measurements on quality
goals result in changes to
software quality plan, work
products, activities
13
Review Effectiveness
% Schedule slippage
% Effort slippage
% Rework Effort
% Review Effort
%Size Deviation
Product Metrics
Defect density
% Bad Fixes
TDCE
14
Example:
Productivity
15
Do
Collect data
Check
Act
Evolve process
16
Process Capability
Branchs
LCL LST
UST
Branchs
UCL
Projects
LCL
Process
Capability
Baseline
Projects
UCL
Stretched Targets
3s
3s
19
Basic Definitions
When PCB is
established,
the Spec Limits of the
centre are usually set as
the control limits
derived as per the PCB
Set by Centre Head as a
Long term Goal
Not derived from data
20
What is an Outlier?
21
Basic Definitions
23
24
25
Spec Limits
are
Quality Goals
26
0.035
0.03
Probability
0.025
0.02
0.015
0.01
0.005
0
-150
-100
-50
50
100
150
200
0.02
250
Metric value
0.018
0.016
0.014
Probability
0.012
0.01
0.008
0.006
0.004
Process Improvements
0.002
0
-150
-100
-50
50
100
150
200
250
Metric value
0.02
0.018
0.016
0.014
Probability
0.012
0.01
0.008
0.006
0.004
0.002
0
-150
-100
-50
50
100
150
200
250
Metric value
27
Run Charts
Control charts
X-mR chart
Attribute charts
p-chart
np-chart
c-chart
u-chart
z-chart
28
Characteristic:
29
Xbar
UST (Upper Stretch Target)
Upper Spec Limit
15
% Sch Slippage
10
5
0
-5
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
-10
-15
-20
Com ponents
31
Causes of Variation
Random or Common
Normally, we cannot do anything to change this
Continuously active and part of the process
Process performance noise
Special or Assignable
We can do something to change this
Not always active or part of the process
Are extraordinary events
Process non performance signals
32
33
average
34
How to Interpret?
Special causes
Common causes
Pareto, Fishbone
Corrective actions at Project Level and/or Branch Level
35
12/29/2014
Examples
Special causes
Common causes
36
12/29/2014
Not OK
38
Basic Pathologies
Points between + 1
40
Basic Pathologies
10 of 11 patterns
41
Basic Pathologies
12 of 14 patterns
42
43
44
Branch's LCL
Branch's UCL
2.5
Defect/PD
1.5
0.5
0
1
Instance
47
48
UCL
not calculated,
carried over
49
50
14
12
Upper control
limit recalculated
at each point
10
0
1
10
11
12
13
14
15
16
Instance
51
U Charts
52
Calculating U Charts
Ubar
= di / ni
UCLU = Ubar + 3 sqrt (Ubar / ni)
LCLU = Ubar - 3 sqrt (Ubar / ni) or 0 for less than 0
where ni = Size of ith sample
di = Non-conformities in ith sample
Using U chart for Defects/pd:
ni = Planned effort for the work item i
53
Example of U Chart
2.5
UCL
Defects/pd
1.5
0.5
LCL
0
1
10
11
12
13
14
15
Time
54
Chart type
Schedule Slippage
Effort Slippage
Defects/pd - Review + UT
- Run/ XmR
- Run/ XmR
- U Chart
Organisation Level
Schedule Slippage
Effort Slippage
Defects/pd for Code & Document
Review Effectiveness
Total Defect Containment Effectiveness
Rework Effort
Review Effort
- XmR Chart
- XmR Chart
- U Chart
- Xmr Chart
- XmR Chart
- XmR Chart
- XmR Chart
55
Thank you !
56