Ibm smarter quality_management

EuroSTAR
Software Testing
Community

Smarter Quality Management:
The Fast Track to Competitive
Advantage

EuroSTAR

Moshe S. Cohen,
Market Manager, Rational Quality
Management Solutions,
IBM Software Group
© Copyright IBM Corporation 2011

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A. Organizations that create and deliver software—whether for their own IT
Produced in the United States for the
operations, of America packaged applications market, or as the core of their final
June 2011 product, as in the systems space—must grapple not only with today’s tough
All Rights Reserved
economic climate, but also with increased complexity in their processes
and supply chains. Many factors serve to complicate software delivery, but
IBM, the IBM logo, Rational and ibm.com are trademarks or registered
trademarks of the International Business Machines Corporation in the
competition lies at the heart of this complexity
United States, other countries, or both. If these and other IBM trademarked
terms are marked on their ﬁrst occurrence in this information with a
trademark symbol (® or ™), these symbols indicate U.S. registered or
common law trademarks owned by IBM at the time this information
was published. Such trademarks may also be registered or common
law trademarks in other countries. A current list of IBM trademarks
is available on the web at “Copyright and trademark information” at

Smarter Quality Management: The Fast Track to Competitive Advantage

Organizations that create and deliver customers, even a massive recall or the
software—whether fortheir own IT complete failure of a system at a critical
operations, for the packaged applications moment. Get these things right, and you
market,or as the core of their final product, can achieve a positive operational return
as in the systems space—must grapple not on investment from efficiencies gained in
only with today’s tough economic climate, development activities.
but also with increased complexity in their
processes and supply chains. Many factors One of the biggest challenges related to
serve to complicate software delivery, quality management is how to invest
but competition lies at the heart of this intelligently to minimize risk, given economic
complexity. constraints. However, figuring out a) how to
relate quality to business outcome and b)
Here are a few examples. In the products what constitutes the right level of quality for
arena, customers demand more from the individual products is not always clear.
software components designed for thelatest
hardware, often with requirements that This paper introduces a practical approach
change rapidly, even as software projects to quality management (QM) that helps
are underway. Keeping track of changes reduce time to market without sacrificing
while meeting aggressive (and unaltered!) quality in the outcome. The underlying
deadlines is difficult, ifnot impossible. In concepts presented here will be familiar
1 the IT space, more businesses are focused to software project managers, especially
ontheir operational software for capturing those with QM experience, but I will explain
PAGE

and providing value to their customers and some fundamentals as we go along to
lines of businesses. E-commerce websites ensure all readers seeking these benefits
compete to improve customer relations can understand the essential processes
and simplify online business; businesses involved.
that create highly optimized supply chains
supporting a fast, efficient ecosystem of
partners quickly rise in the market place.
The nature of
What does this competitive environment software
mean for businesses seeking to deliver
high-quality products and services? development
Certainly, effective quality management
creates opportunities to deliver key business Here’s one way to understand the “soft” in
benefits, such as improved market share, software: it is relatively easy to change. But for
higher customer satisfaction, and increased software designed for the commercial space,
brand equity. But top quality in the completed where the competitive pressures described
product cannot serve as the single guiding above govern a software project’s success
principle by which products are produced or failure, the “soft”feature happens to be
and delivered. Time to market is also key; one of its riskiest attributes. That’s because
costs and risk factors must also be part of software projects are seldom designed and
the balancing act. Get these things wrong, manufactured as in traditional engineering
and you may face unsustainable costs, projects—a bridge, for example. While a
missed windows of opportunity, unhappy bridge is engineered through traditional
planning and architecture based on the laws


of physics, then produced according to
an organized plan with a division of labor, Quality
software is, at its essence, simply information.
Its development typically resembles a more
management in
creative process than one bound by the
laws of nature. Walker Royce, IBM Software
the software
Group/Rational’s chief software economist,
compares software production to movie
development life
production: a collaboration involving a team cycle
of craftsmen and emerging from the naturally
creative process of artistic yet technical What is the role of the testing, or QM, team
people. during the iterative life cycle? What do they
test for, and how do they know what is
Over the past two decades, this unique supposed to change from one iteration to
feature of software has been understood the next?
and embraced by iterative development
practitioners, who now tend to develop As noted above, traditional software testing
software in stages called “iterations.” Each only occurs late in the life cycle, after
iteration delivers a working, functional multiple coding teams have spent much
version of the software under development, time and effort to deliver their components
so it can be reviewed, tested, and toward the complete project. Because these
2 vetted by stakeholders and other teams traditionally managed projects proceed
seeking adherence to the original project according to strictly described requirement
PAGE

requirements. This allows project managers sets, and various component teams focus
to make smaller, incremental course on their portions alone, it is up to the
corrections during the project life cycle— testers to discover the discontinuities and
thus ensuring the final deliverable is close malfunctions as these components are
to expectations—as opposed to having assembled—then it’s the testers who must
separate teams work according to a plan, deliver the bad news that much rework has
assemble various components near project to be done inorder to get the project back
end, and discover major failures due to on track.
integration or deployment complexities.
Iterative software development techniques
For testing teams, the iterative development improve on that scenario by introducing
process integrates quality management test teams to the process much sooner. A
across the states of the project work flow, relatively modest, first iteration may only
as opposed to relegating test activity to address 15 percentof the full set of project
the end of the project. I will describe the requirements, but as a functional module
role of iterative development-based quality of working code, the completed iteration
management more fully in the next section. can be demonstrated, and tested. So any
defects discovered by test teams at this
early stage have a proportionally small
impact on the larger development team, who
make the fixes, then proceed to the next
iteration where more of the requirements
can be incorporated into the working version
(iteration) of the software.


The number of iterations required by any The best time to release varies widely
software project depends on many factors, of based on your software delivery strategy
course, such as the complexities of the team’s and your target market. Software delivery
supply chain, the complexity of the software for both IT (internal business systems) and
underdevelopment, the physical location smart products (products using embedded
of team members (are they geographically software, including “system-of-systems”
distributed, perhaps internationally? or are design) is typically dominated by one of two
they co-located under a single roof?), and motivators, depending on the organization’s
the competitive demands that determine target market: time to market (schedule
optimum time to market. During any software driven), or quality impact (quality driven).
delivery process, “When do we release?” is
a key question withno simple answer. You Schedule-driven delivery implies “deliver
must consider project-specific variables, on time, regardless of other factors” and
such as the cost of delays, the opportunity is often used in industries where “Time to
value of early delivery, marketplace quality market is king.” Consumer electronics is
expectations, and the costs associated with one good example, as well as automotive,
4 Smarter qualityUltimately, track to competitive advantage
defects. management: The fast the delivery strategy segments of the medical industry, and other
will be based on the actual or perceived markets, where product teams try to gain a
importance of each variable. first mover advantage over their competitors,
(almost) regardless of the risk associated
with inadequate quality. It should also be
3
noted that schedule-driven delivery is not
The optimal time
PAGE

limited to the systems space (i.e., the many

to release embedded software devices industries).
Many IT development teams use schedule-
driven delivery when trying to enhance their
The optimal time to release is when the total end typically experienceone of two motivators, depending
The optimal time to release is user dominated by and increase market
risk exposure isminimal, typically around share, taking away from their competitors,
on the organization’s target market: time to market (schedule
The optimal time to release is when the total risk exposure is
the time where the risk associated with
minimal, typically around the time where the risk associated driven), or quality impact (quality driven).
often risking quality in the process.
competitive threats starts to outweigh the
with competitive threats starts to outweigh the risk reduction
associated with further quality improvements, as illustrated in
risk reduction associated with further quality Schedule-driven delivery implies “deliver on time, regardless
Figure 1. Figure 2factors” and is often usedrisks associated to
of other represents the in industries where “Time
improvements, as illustrated in Figure 1. with schedule-driven software is one good example, as
market is king.” Consumer electronics delivery. The
green as automotive, segments of the medical industry, and other
well line represents the risks associated
with the where productof yourto product mover advantage
markets,
delivery teams try gain a ﬁrst being
Risk Exposure

Many
High opportunity cost; over their competitors, (almost) regardless of the risk associated
critical
defects
Strong competition reduced over time. It should also be noted that schedule-
with inadequate quality. The red lines represent
Lowest
Overall
Risk
the risk delivery is not limitedstealing your market many
driven of competitors to the systems space (i.e., the
Exposure
away increasing devices time, as Many IT development
embedded software over industries). well as risks
associated with opportunity when trying to enhance their
teams use schedule-driven delivery
costs.
Few end user experience and increase market share, taking away from
minor
defects
their competitors, often risking quality in the process.
Low opportunity cost;
Weak competition The intersection is the point in time where
Time the sum2of both lines, i.e. the total risk, is the
Figure represents the risks associated with schedule-driven

Quality risk ( = Probability of defects x loss due to defects)
lowest. As seenTheFigure 2,represents the moves
software delivery. in green line this point risks associated
with the delivery of your product being reduced over time. The
Competition risk ( = Probability of competitors x size of loss to competition) to the left as the environment you are in is
Total risk ( = Sum of all risks) red lines represent the risk of competitors stealing your market
more competitive time, as well as risks associated with oppor-
away increasing over in nature. (Notice that the
intersection point is moving up as well.)
tunity costs.
Figure 1: Minimal risk exposure is when opportunity cost and competitive
threats outweigh risk reduction related to quality improvements.
The intersection is the point in time where the sum of both
lines, i.e. the total risk, is the lowest. As seen in Figure 2, this
The best time to release varies widely based on your software

Quality-driven delivery can also be costly but for different rea-
Time to Market is king! sons. As shown in Figure 3, the more critical any defects might
Smarter Quality Example: ConsumerThe Fast Track to
Management: Electronics Competitive Advantage to get to an optimum
be regarding quality, the longer it takes
release point.

Risk Quality-driven delivery can also be costly but for different rea-
Exposure
Time to Market is king! sons. As shown in Figure 3, the more critical any defects might
Quality is king!
Example: Consumer Electronics opportunity cost; be regarding quality, the longer it takes to get to an optimum
High Example: Safety Critical applications
Strong competition release point.

Risk Risk
Exposure Exposure Criticality of
Quality is king!
Defects
High opportunity cost; Example: Safety Critical applications
Strong competition

Risk
Exposure Criticality of
Time Defects

Figure 2: The blue dots show possible release points, with points of minimal
risk moving forward as competition intensifies (red lines).
Time
Time
Quality issues are often magnified in a schedule-driven life cycle,
Figure 3: The more critical the implications of defects are, the more time it
given that software contractors frequently get paid on a time and
takes to get to the lowest risk point where release is possible.
Figure materials basis,show possible release points, with points of minimal
2: The blue dots regardless of the quality of software they deliver.
In many cases, you may even end up paying extra for the deliv-
risk moving forward as competition intensifies (red lines).
The release timing for this approach is governed by achieving Time
ery team to fix their own defects, so the potential costs of defects
the right quality, moving the optimal time to release further to
Quality issues are often magnified in a And here’s an interesting sta-
to the end user can add up quickly.
Quality According to areCarnegie schedule-driven life cycle, a Figure theThe A target based on“defects fixed” might
issues the often magnified in use. more critical the do you define that? are, thedefects is practi-
3: right—but how implications of defects Zero more time it
given tistic: Mellon Software Engineering
that software contractors frequently get paid on a time and
takes to get to the lowest risk point where release is possible. no way to deter-
cally impossible to achieve, given that there is
schedule-driven of lifequality 80 softwareof thedeliver.
materials basis, regardless the 60 - of percent they cost that
Institute, “Data indicate that cycle, given of be more realistic—but it’s still impossibleto
software development is in rework.”1 extra for the deliv- mine how many defects still exist in a piece of code or the
software you may even end upfrequently get paid The know the for this approachremaining achieving in the
In many cases, contractors paying
release timing
number of is governed by defects
ery team to fix their own defects, so the potential costs of defects
on aend user can add up quickly. And here’s an interesting sta-
to the
product.
time and materials basis, regardless the right quality, moving the optimal time to release further to
of the quality of softwareSoftware Engineering In
tistic: According to the Carnegie Mellon they deliver. the right—but how do you define that? Zero defects is practi-
4 cally impossible to achieve, given that there is no way to deter-
many cases, you may even end cost of
Institute, “Data indicate that 60 - 80 percent of the
up paying mineRisk-driven stilldelivery of code or the delivering
how many defects exist in a piece implies
software development is in rework.”
PAGE

1

extra for the delivery team to fix their own your software when the risk is minimal.
defects, so the potential costs of defects But in practice, we always need to release
to the end user can add up quickly. And “early”—earlier than we can. Which typically
here’s an interesting statistic: According to implies increasing the risk, right? At least
the Carnegie Mellon Software Engineering this is a commonly held view, but is it always
Institute, “Data indicate that 60 - 80 percent the case?
of the cost of software development is in
rework.” Within the risk-driven model, the optimal
release time is when risks are sufficiently
Quality-driven delivery can also be costly reduced (not completely eliminated) and
but for different reasons. As shown in Figure time to market has not been wasted. In
3, the more critical any defects might be other words, some time is needed to reduce
regarding quality, the longer it takes to get the most significant risks, but the company
to an optimum release point. cannot afford to address every known
risk because the opportunity to beat the
The release timing for this approach is competition is fleeting.
governed by achieving the right quality,
moving the optimal time to release further to So the question is, how can we get to this
the right—but how do you define that? Zero point sooner? How do we compress the
defects is practically impossible to achieve, release date from the optimal intersection
given that there is no way to determine how (shown as a blue circle in Figure 4) to a point
many defects still exist in a piece of code or earlier in time?
the probability of detecting those defects in


We cannot simply cut the time requirement,
e
because as we move left on the green line, Understanding
the risk goes higher. But what if we could
compress the curve described by the green
quality
line—push it down, so to speak? Then we
could not only deliver sooner but lower the
management: It’s
overall risk as well. The intersection point will
move down and to the left. This improved
more than simply
scenario is shown in Figure 4. testing
get based on
ill impossible
If a faster reduction in risk is the goal,
roduct. how do you achieve it? The answer is not
through testing, which is focused simply
ware when
d to release
on discovering defects. In traditional testing
Optimal
lies increasing Time to Release practices, testing is considered a late stage
ew, but is it activity, squeezed between an often-late
development hand off date and an immovable
time is when
Time
ship date. Not only does this practice fail to
inated) and Time to
Market yield the benefits of incremental, iterative
ds, some time
the company development techniques explained earlier;
5
the opportu- Figure 4: To deliver early, at an improved quality, reduce your risk at an earlier
point in the life cycle.
it also minimizes, or at best reduces, the
amount of time spent on quality assurance,
PAGE

ooner? How Risk-driven delivery offers a practical improvement over these and makes fixes all the more difficult unless
intersection Risk-driven schedule driven vs. quality driven) practical
two extremes (i.e. delivery offers a because it you’re willing to compromise the release
more cost-effectively balances quality versus time-to-market
ier in time? improvement over these two extremes (i.e. date.
considerations. A risk-driven strategy is a reﬁnement of a
schedule driven that optimizes risk exposure because
quality-driven approach vs. quality driven) against
use as we move
hat if we could it more cost and time.
development cost-effectively balances quality As noted earlier, iterative development
push it down, versus time-to-market considerations. A techniques greatly improve this situation by
er but lower For the remainder of this discussion, we will assume that the
l move down
risk-driven strategybased on a risk-driven approach. a
software delivery life cycle is is a refinement of having functional units tested incrementally,
n Figure 4. quality-driven approach that optimizes risk
We will explore how to bend the green curve shown in Figure 4
in stages, throughout the life cycle, rather
exposure to the left, fordevelopment cost and
downward and
against reduced time to market without than leaving the testing phase until project
compromising the risk proﬁle.
time. completion.

For the remainder of this discussion, we And quality management takes this
will assume that the software delivery life improvement a step further2.. Quality
cycle is based on a risk-driven approach. management, which is the implementation
We will explore how to bend the green of best practices to proactively reduce risk
curve shown in Figure 4 downward and to throughout the whole life cycle, is a risk
the left, for reduced time to market without reduction mechanism in its own right. By
compromising the risk profile. choosing quality management practices
with the potential to deliver a positive ROI
within a relative short amount of time, you
can justify risk reduction measures from not
only a quality stand point but also a financial
standpoint.


Approaching quality from a full life cycle earn their paychecks by testing chunks of
perspective—as opposed to assuming that completed, compiled software code against
testing activity will suffice—should not seem the requirements that code is designed to
like such a radical idea. After all, testing a fulfill. Requirements are mapped to “test
product is an engineering task just like cases”—sets of conditions by which a
development: the requirements need to be tester can know whether or not a particular
analyzed by the test architect, its testing requirement is met. Each requirement
strategy has to be defined, the relevant test demands one or more test cases. Naturally,
benches and test frameworks need to be some requirements are more critical than
built (designed and implemented), etc. These others, so some test cases represent higher
engineering development processes are very value to the overall project than others.
similar to the ones followed during product
development. In fact, product development The benefits of traceability—that is, tracing
and quality management can be viewed as test cases back to the requirements—
two parallel development threads emanating are clear. It allows the testing team to
from the same requirements, with many measure the testing coverage vis-à-vis your
synchronization points between the threads, requirements: How many of the requirements
up to the point of the testing activity itself have been covered? Which requirements
where a verdict is made based on meeting have not been tested? And how many of
expectations or not (as expressed in the requirements that are associated with
6 the test cases). This applies to both the test cases pass? And of course you would
traditional development process as well as like these answers to be across subsequent
PAGE

agile methods (with variants such as test- builds rather than a single one.
first development and test-driven design).
The important point is that QM is a thread But this is not all. Traceability allows for
that must run in parallel to development, test execution prioritization, saving money
especially in agiledevelopment. and time in the process. As each iteration
proceeds, the number of test cases that may
Although a complete discussion of QM is be involved increases as more and more
beyond the scope of this paper, we can requirements are met. Most test teams feel it
show how QM reduces risk—and thus is necessary to step through the entire suite
allows earlier software delivery without of test cases touched by the latest iteration
compromising quality—by demonstrating in order to thoroughly assess quality. But is
how one of the quality management best this truly necessary?
practices can improve iterative testing within
the software development life cycle. No. Re-executing all the test cases, either
in the agile context or as a growing set of
regression tests in a waterfall process,
increases the time required to test; it requires
Test cases: further efforts to maintain the test cases,
and it becomes a drain on productivity and,
Driving testing ultimately, adds to the project’s bottom

from requirements line cost. To reduce the wasted effort and
associated costs, this all-too-typical use
of test cases can be replaced with a more
Simply stated, software testing teams results-oriented approach to requirements


coverage, one that maps results to testing link the appropriate test artifacts for each
activities. The essential principle is this: requirement, it would take approximately
prioritize testing according to risk. As 10 person-months to create the traceability
changes occur to working code during the between requirements and test cases. You
could potentially reduce this time to one
life cycle, test teams may choose to test
to two minutes per requirement—and a
for the most critical requirements first, and
total of just 10 to 20 person-days—using
maybe later test for all critical requirements a dedicated quality management solution
remaining (for example, in another iteration). with support for capturing traceability links
In other instances, they may choose to run between requirements and test cases. At a
only the subset of test cases that provide nominal rate of US$50 per hour, this single
ses back to choose to run only the subset of test cases that provide them
them highest coverage. This approachcoverage. This
with the highest is illustrated in change corresponds to a potential saving of
am to meas- with the
s: How many approach is illustrated in Figure 5.
Figure 5.
around US$75,000. And needless to say, in
quirements real life, the numbers are much bigger.
ements
rse you would There are other best practices that contribute
No. of Requirements
ther than a High Requirements coverage
to improved quality at a reduced cost. We
Most critical Requirements
are not going to cover them all in this paper,
tion prioriti-
All critical Requirements
but here are two for you to consider.
Low contribution
ach iteration
olved • Improved collaboration between the
Most test QA team and other stakeholders: From
suite of
Test Suites talking to customers, we learned that
7
thoroughly
on average, a tester spends only about
PAGE

60 percent of the time performing actual
ile context Figure 5: After a change, re-executing all the tests is safe, but expensive and testing, test planning, or test reporting.
often unrealistic. By focusing instead on test suites that are the most relevant
process, The other 40 percent is related to
to the iteration that is being tested, test teams make more efficient use of their
er efforts to time and reduce redundancies along with high testing costs.
activities that are collaborative in nature,
productivity
st. To reduce such as clearing up the requirements
ypical use of Although cannot completely remove risk from a develop-
Although you you cannot completely remove
with domain experts or business
ment program, you can measure it and manage it by taking
ted approach risk from mitigation actions. This approach helps ensure
the appropriate
a development program, you analysts, or exchanging emails
testing activi- can measure it and manage it by taking
that you are optimally using your ﬁnite testing resources (your and phonecalls with members of the
g according
the appropriate mitigation actions. This
people) to reduce risk as rapidly as possible in the development development team. This gets worse in
he life cycle,
equirements
cycle. By focusing testing effort on high-value test cases, from
approach helps ensurethatcontributionoptimally
you are to business distributed organizations. If you could
either the point of view of coverage or track and manage the collaboration,
nts remaining using your finite testing resourcesyou
value, you essentially prioritize according to risk—and (your
es, they may it will not only reduce your risk
people)about test cases that pertain to noncriticalpossible
worry less to reduce risk as rapidly as issues.
associated with lack of communications
in the development cycle. By focusing testing and misunderstandings, but also reduce
effort on high-value test cases, from either the time for collaborative tasks by 20 -
the point of view of coverage or contribution 50 percent.
to business value, you essentially prioritize
according to risk—and you worry less about • Automated reporting: Creating a report,
test cases that pertain to noncritical issues. especially one that goes to high level
management, requires data collection
But does creating the traceability links from many sources, sometimes from
require an expensive investment? No, and teams that are in different time zones,
here is the basic math. Consider a hypo- and then formatting this data
thetical medium-size project with some appropriately. If you could automate this
5,000 requirements and 10,000 test cases. activity, your team will probably use
Assuming it takes 20 minutes to locate and it more often and take the appropriate

Together, these quality management best practices can benefit and the
Smarter Quality Management: The Fast Track to Competitive Advantage Using CMMI
the overall business in measurable ways. 3
as a by appl
proxy for the maturity of the development process, Figure 6 to 58 p
shows that the overall business impact of quality management 1914 (5
decisions in “real time,”thus reducing is quite compelling. more defects.
3300), or 914
As fixin
your risk. How much would this save
seven ti
you? and ass
Impact of Quality Management on Process Efficiency
gration
These are some of the quality management 100%
90% 85% 85% 87%
cost by
best practices, each of which contributes to 80% 76% 75%

And th
risk reduction and therefore increased quality 70%
60%
58% 60%
numbe
and reduced cost. Now, let’s consider the 50%
the firs
overall impact of quality management on the 40%
30%
32% 30% This al
defects density and the cost of fixing them. 20% 15% as incre
10% of quali
0%
1 2 3 4 5
QM Impact: 20% 40% 40% 40% 10% As mos
CMMI Levels W/O QM W QM

The overall
2 or 3,
most of
Figure 6: Graphing percentage of defects detected (Y axis) against an mature

business impact of organization’s software development maturity level (X axis). 4 and 5
more im

quality management Let’s assume an organization at CMMI level 2, with 1000 defects of defec
As fixing defects during User Acceptance
detected during functional testing. Figure 6 shows that on improv
Testing (UAT) is aboutseven times more
average, without QM practices, about 30 percent of the defects related
are being detected in functional testing (the left, blue bar), test,
expensive than during unit/integration as a dif
Quality management best practices center
on quality synchronization points across and assuming a fix cost of US$120 per
the whole development life cycle. We have defect during unit/integration test, fixing 914
discussed the benefits of traceability to defects in UAT is already increasing the cost
8 requirements, and we have briefly noted by over half a million dollars!
collaboration between stakeholders and the
PAGE

QA team, as well as automated reporting. And this does not even take into account
Other best practices include: allowing quality the reduction in the number of defects that
professionals to contribute to the team effort result from applying QM practices in the
from the very beginning of a project; the first place, which makes the savings even
integration of practitioners doing the testing more significant. This also does not take
as part of quality management; and the use into account less tangible savings, such
of consolidated quality dashboards. as increased quality, customer retention,
and other implications of quality as a
Together, these quality management best differentiating asset.
practices can benefitthe overall business in
measurable ways. Using CMMI3 as aproxy As most software development teams are
for the maturity of the development process, around CMMI levels 2 or 3, the benefits and
Figure 6 shows that the overall business the savings described above apply to most
impact of quality management is quite of the industry. But as development teams
compelling. become more mature, apply QM practices,
and move up to CMMI levels 4 and 5, the focus
Let’s assume an organization at CMMI level 2, shifts into less obvious—but for some, even
with 1000 defectsdetected during functional more important—benefits, such as reduction
testing. Figure 6 shows that on average, in the number of defects that are introduced
without QM practices, about 30 percent of in the first place, measured improvements
the defectsare being detected in functional around planning and execution of quality
testing (the left, blue bar), and therefore the related activities, customer retention, and
total number of defects is 3300. However, by leveraging quality as a differentiating asset.
applying QM practices, the defect detection
rate increases to 58 percent (the right, green
bar), therefore detecting 1914 (58 percent of


Better quality + For more
lower cost information
= improved To learn more about the IBM Rational quality
management offerings, please contact
competitiveness your IBM marketing representative or IBM
Business Partner, or visit the following
In this paper, I have described several website:
improvements to methods used by software ibm.com/software/awdtools/rqm/
teams in the design, testing, and deployment
of software for systems or IT. Teams may Additionally, financing solutions from IBM
use these quality management methods to Global Financing can enable effective cash
deploy that software more quickly, while management, protection from technology
mitigating quality-related risks throughout obsolescence, improved total cost of
the life cycle. The multidisciplined practice ownership and return on investment. Also,
of quality management is breaking the our Global Asset Recovery Services help
functional and organizational silos that address environmental concerns with new,
are so common in today’s companies. It more energy-efficient solutions. For more
encourages an analytical process that’s information on IBM Global Financing, visit:
closely integrated with the development life ibm.com/financing
9 cycle.
PAGE

Analyzing the market and best practices
shows that business outcomes can be About the Author
optimized, and that smart improvements
within the realm of proven best practices for Moshe Cohen is the Market Manager for IBM
requirements management and traceability, Rational quality management offerings. In his
collaborative test planning and automated current role, he works closely with customers,
reporting—a combination of disciplines including managers and practitioners, to
that defines quality management—can help drive IBM Rational quality management
address the need for increased innovation offerings in both the IT and embedded
with more competitive products and services systems spaces. Prior to this, he was with
to your customers. Telelogic, defining and driving its Model
Driven Testing solutions. He has extensive
The IBM® Rational® organization is ready hands-on experience in the specification,
to demonstrate these techniques to you. development, and testing of C3I medical and
With straightforward adjustments to your telecom applications, including technology
investments, deployment practices, and adoptions and driving process improvement
tooling, we can help you realize these programs. He received his EE and M.Sc in
benefits within a time frame that best suits mathematics and computer sciences, both
your business’s needs. with honors, from Beer-Sheva University in
Israel.
We look forward to working with you!

ibm.com/legal/copytrade.shtml

Other company, product, or service names may be trademarks or service
marks of others.
The information contained in this document is provided for informational
purposes only and provided “as is” without warranty of any kind, express
or implied. In addition, this information is based on IBM’s current product
plans and strategy, which are subject to change by IBM without notice.
Without limiting the foregoing, all statements regarding IBM future
direction or intent are subject to change or withdrawal without notice and
represent goals and objectives only. Nothing contained in this documentation
is intended to, nor shall have the effect of, creating any warranties or
representations from IBM (or its suppliers or licensors), or altering
the terms and conditions of the applicable license agreement governing
the use of IBM software.
© Copyright IBM Corporation
© Copyright IBM Corporation 20112011 IBM Corporation www14.software.ibm.com/webapp/iwm/web/
1
See the Carnegie Mellon Software Engineering Institute’s CEO and
Software Group Route 100 Somers, NY 10589 U.S.A. signup.do?source=swg-rtl-spsm-wp&S_
founder’s message at http://www.sei.cmu.edu/about/message/
IBM Corporation
Software Group the United States of America June 2011
Produced in PKG=wp_RQM_VALUEDRVN_071510
2
For a more complete discussion of quality management practices, download
Route 100 Reserved
All Rights the paper “Value-driven quality management for complex systems: Six
Somers, NY 10589
strategies for reducing cost and risk” at Integration. CMMI is a
3
Capability Maturity Model http://www14.software.ibm.com/
U.S.A.
webapp/iwm/web/signup.do?source=swg-rtl-spsm-wp&S_PKG=
IBM, the IBM logo, Rational and ibm.com are staged approach to process improvement that defines
wp_RQM_VALUEDRVN_071510
Produced in the United States of America
trademarks or registered trademarks of the
June 2011 incremental levels of maturity in software engineering
3
Capability Maturity Model Integration. CMMI is a staged approach
All Rights Reserved Business Machines Corporation in
International to process improvement that defines incremental see the Software
organizations. For more information levels of maturity
IBM, United logo, Rational and ibm.com are trademarks or If these
the the IBM States, other countries, or both. registered Engineering Institute (Carnegie Melon University)
in software engineering organizations. For more information see the
trademarks of theIBM trademarked terms are marked Software Engineering Institute (Carnegie Melon University) website at
and other International Business Machines Corporation in the website at http://www.sei.cmu.edu/cmmi/
United States, other countries, or both. If these and other IBM trademarked http://www.sei.cmu.edu/cmmi/
on their first on their first occurrence in this information with a a
terms are marked occurrence in this information with
trademark symbol (® or ™), these™), these symbols indicate
trademark symbol (® or symbols indicate U.S. registered or Please Recycle
common law trademarks owned by IBM at the time this information
U.S. registered trademarks may lawbe registered or common by
was published. Such or common also trademarks owned
law trademarkstime this information wasof IBM trademarks
IBM at the in other countries. A current list published. Such
is available on the web at “Copyright and trademark information” at
trademarks may also be registered or common law
ibm.com/legal/copytrade.shtml
trademarks in other countries. A current list of IBM
Other company, product, or service names may be trademarks or service
marks of others. is available on the web at “Copyright and
trademarks RAW14273-USEN-01
trademark information” atibm.com/legal/copytrade.
The information contained in this document is provided for informational
shtml
purposes only and provided “as is” without warranty of any kind, express
10 or implied. In addition, this information is based on IBM’s current product
plans and strategy, which are subject to change by IBM without notice.
PAGE

Without company, product, statements regarding IBMmay be
Other limiting the foregoing, all or service names future
direction or intent are subject to change orothers. without notice and
trademarks or servicemarks of withdrawal
represent goals and objectives only. Nothing contained in this documentation
is intended to, nor shall have the effect of, creating any warranties or
representations from IBM (or its suppliers or licensors), or altering is
The information contained in this document
the terms and conditions of the applicable license agreement governing
provided for informational purposes only and
the use of IBM software.
provided “as is” without warranty of any kind,
1
See the Carnegie Mellon Software Engineering Institute’s CEO and
express or implied. In addition, this information
founder’s message at http://www.sei.cmu.edu/about/message/
is
based on IBM’s current product plans and strategy,
2
For a more complete discussion of quality management practices, download
the paperare subjectquality managementIBM without notice.
which “Value-driven to change by for complex systems: Six
strategies for reducing costthe risk” at http://www14.software.ibm.com/
Without limiting and foregoing, all statements
webapp/iwm/web/signup.do?source=swg-rtl-spsm-wp&S_PKG=
regarding IBM future direction or intent are subject to
wp_RQM_VALUEDRVN_071510
change or withdrawal without notice and represent
3
Capability Maturity Model Integration. CMMI is a staged approach
to process improvement that defines incrementalcontained in this
goals and objectives only. Nothing levels of maturity
documentation is intended to, nor shall have the
in software engineering organizations. For more information see the
Software Engineering Institute (Carnegie Melon University) website at
effect of, creating any warranties or representations
http://www.sei.cmu.edu/cmmi/
from IBM (or its suppliers or licensors), or altering
the terms and conditions of the applicable license
Please Recycle
agreement governing the use of IBM software.

1
See the Carnegie Mellon Software Engineering
Institute’s CEO andfounder’s message at http://
www.sei.cmu.edu/about/message/ RAW14273-USEN-01

2
For a more complete discussion of quality
management practices, downloadthe paper “Value-
driven quality management for complex systems:
Sixstrategies for reducing cost and risk” at http://

05 – 08 November 2012 | RAI Amsterdam

The EuroSTAR Conference
attracts testers from
around the globe who
come to learn, network &
discuss all things testing.
Attendees experience
intensive tutorials, track
sessions & inspirational
keynote speakers, & can
visit Europe’s largest
Software Testing
Exhibition. Return to
the office inspired,
motivated, and
full of new ideas!

www.eurostarconferences.com

Join the EuroSTAR Community…
Access the latest testing news! Our Community strives to provide test
professionals with resources that prove beneficial to their day-to-day roles.
These resources include catalogues of free on-demand webinars, ebooks,
videos, presentations from past conferences and much more...

Follow us on Twitter @esconfs
Remember to use our hash tag #esconfs when tweeting
about EuroSTAR 2012!

Become a fan of EuroSTAR on Facebook

Join our LinkedIn Group

The EuroSTAR Blog Contribute to the EuroSTAR Blog
Written by Testers for Testers

Check out our free Webinar Archive

Download our latest ebooks

w w w. e u r o s t a r c o n f e r e n c e s . c o m

Ibm smarter quality_management

More Related Content

What's hot (19)

Viewers also liked (6)

Similar to Ibm smarter quality_management (20)

Recently uploaded (20)

Ibm smarter quality_management