Lecture 2

1. CMMI casual analysis and resolution

identify causes of selected outcomes and take action to improve process performance

  • agile team that is consistently unable to complete the work defined for each sprint would look for
    • chornic distractions
    • using unreliable velocity data
    • poorly defined user stories
    • exceeding team capacity
    • understanding complxeity

1.2 when to apply causal analysis?

  • during the task when problem or successes warrant [تستدعي] a causal analysis
  • work product significantly deviates [ينحرف]
  • more defects
  • process performance exceeds expectations
  • process does not meet its quality

1.3 factors of efforts required for causal analysis

  • stakeholders
  • risks
  • complexity
  • frequency
  • availability of data

2. root case analysis (RCA)

cmmi mechanism of analyzing the defects to identify its cause it helps to prevent defects in the later releases

2.1 type of root causes

  1. human cause (under skilled)
  2. organizational cause (vague [غامض] instructions given by team lead, monitoring tools not in place to assess the quality)
  3. physical cause (computer keep restaring)

2.2 RCA facilitator

  • ensure no blame approach
  • ensure team focas on solutions not problems
  • provide training
  • ensure info captured into rca document

2.3 how to perform RCA

  1. define the problem using smart rules
  2. collect data
  3. identify possible causal factors
  4. identify the root cause
  5. recommend and implement solutions

2.4 RCA tools

  • brainstorming
  • 5 whys
  • fishbone diagram
  • scatter plots
  • pareto chart
  • FMEA

2.4.1 brainstorming

is a group process in which everyone gives an idea in rotation until next round to collect different viewpoints

challenges

  • wrong root cause may be selected without evidence and structured way to analyze
  • will not get beyond the collective knowledge of the team

2.4.2 5 whys

  • it aims to inspect a certain problem in depth until it shows you real cause.
  • Avoid answers that are too simple / overlook important details.
  • whys
  • whys
  • whys
  • whys
  • whys

2.4.3 fishbone diagram

known as the cause and effect diagram

shows the problem at the head of the fish-like looking diagram and the backbone with major factors

  • steps
    1. write the problem at the haed of the fish
    2. identify the category of causes and write at end of each bone
    3. identify the primary cause under each category
    4. extend the causes to secondary, teriary, ...

2.4.4 scatter plots

visual representations of a relationship between 2 sets of data to test correlation between variable

2.4.5 pareto chart

bar graph that groups the frequency distribution to show the relative significance of causes of failure

80% of effects come from 20% of causes (pareto principle)

2.4.6 FMEA (failure mode and effect analysis)

method used during the product design to identify potential problems and solve them

  • failure modes
    • identifies all the ways that a problem could occur
  • effects analysis
    • evalute the causes and consequences of each failure mode

A Severity Occurrence and Detection (SOD) rating to calculate risk and determine the next steps

3. addressing causes

  • changing the process to remove error-prone steps
  • updating a process based on previous sucessess
  • eliminating non-value-added task
  • automating all or part of the process
  • adding process steps

3.1 actional proposal

3.2 action plans

implement the selected action proposals includes:

  • people responsible
  • description of the action
  • description of necessary tasks
  • description effected areas
  • effected stakeholders
  • cost

3.3 process improvement proposals

for changes proven to be effective

  • areas that were analyzed including their context
  • solution selection
  • actions achieved
  • results achieved

4. international standard

4.1 internal audit

  • organization shall conduct internal audit to provide info whether the quality management system
    • confirms to
      • organization's own requirements
      • international standard requirements
    • is effectivly maintained and implemented

4.1. internal audit steps

  • planning the audit scheduling
  • planning the process audit
  • conducting the audit
  • reporting the audit
  • follow up on issue or implements found

4.2. management reviews

4.2.1 management reviews input

  • status of actions
  • changes in external and internal issues
  • information on the performance
  • the effectiveness of actions

4.2.2 management reviews outputs

  • opportunities for improvements
  • any need for changes
  • resource needs

4.2.3 improvements

  • product and service
  • correcting and preventing
  • performance and effectiveness

4.2.4 nonconformity and corrective action

  • react to the nonconformity and, as applicable
  • evaluate the need for action to eliminate the cause(s) of nonconformity
  • implement any action needed;
  • review the effectiveness of any corrective action taken
  • update risks and opportunities determined during planning
  • make changes to the quality management system, if necessary.

4.2.5 continuous improvement

by PDCA (plan-do-check-act)

5. PDCA

cycle that is useful too that help the teams to solve problem efficiently

adv

  • stimulate continuous improvement
  • test possible solutions
  • prevent from recurring mistakes

6. RACI model/matrix

shows how each person contributes to a project

  • responsible

    • ensure right things happen in the right time

  • accountable

    • ensure that something gets done correctly

  • consult

    • people who need to be consulted

  • inform

    • need to be kept informed

7. cost of equality (CoQ)

method for calculating the costs

  • cost of good quality
    • prevention cost

      prevent poor quality in products

    • appraisal cost

      measure, inspect, evalute products to assure conformance to quality requirements

  • cost of poor quality
    • internal failure cost

      when a product fails to conform to quality specification before shipment to customer

    • external failure cost

      when a product fails to conform to quality specification after shipment to customer

7.1 goal & benefits of CoQ

cost of poor equality (COPQ)

costs that are generated as a result of producing defective material

7.2 CoQ benefits

  • higher profitability
  • more consistent products
  • greater customer satisfaction
  • lower costs
  • meeting industry standard
  • increase staff motivation
  • reducing waste

7.3 CoQ limitation

  • measuring quality costs does not solve quality problems
  • CoQ is merely a scoreboard for current performance
  • inability to quantify the hidden quality costs (hidden factory)

hidden factory represent the percentage of an organizations total capacity or effort that is being used to overcome the cost of poor qualit