Anonymous web server - Chapter 6: Planning for Software Quality 139 PlanCheck
Chapter 6: Planning for Software Quality 139 PlanCheck Act W. Edwards Deming and the software project manager William Edwards Deming was born on October 1. Plan. You and your project team plan the pro 14, 1900, long before software development. So ject work, anticipate changes by analyzing what do his philosophies on quality have to do strengths, weaknesses, opportunities, and with software project management? Plenty. threats (SWOT), and then predict the results for the different facets of your project. Deming is most known for his influence on the Projects fail at the beginning, not the end. manufacturing success Japan experienced after World War II. It was Deming s demand for 2. Do. With your plan established, you can statistical quality control and his management execute the work. The work, however, principles that allowed Japan to recover from should be completed in small steps in a the financial impact of WWII and then become controlled environment. a leader in the world economy. Deming s great 3. Study. This is the quality control portion of est influence on software development, in our the circle. You, the project team, and the opinion, is what s called the Deming Cycle, as subject matter experts must check the work the following figure demonstrates. for accuracy. 4. Act. Act to improve the process or standardize your approach in project development. When you re done, the process starts over. This approach is ideal in software project management because it s logical regardless of the software development model to which you subscribe. The goal is always the same to reduce the number of errors and improve the results. Deming s approach is iterative and enables projects to constantly improve from launch to completion. Here s how this cycle applies to software project management: out to get the network engineers, you need to stop the hate. Okay, hate may be too strong of a word, but gulfs between related areas are actually giant pitfalls that trap your quality. You ve got to establish relationships, trust, and open communication between the staff areas that interoperate. 10. Eliminate slogans, exhortations, and targets for the workforce. Slogans don t improve quality; they frustrate workers. When you constantly remind people that Quality is Everyone s Job! you underscore the fact that simply talking about quality doesn t actually improve it. See Points 3 and 5.
Note: In case you are looking for affordable webhost to host and run your servlet application check Vision make web site services