Requirement Management Vs Requirement Development

July 20, 2010 Leave a comment
S.No Requirement Management Requirement Development
1 An Engineering process area at Maturity Level 2 An Engineering process area at Maturity Level 3
2 REQM is to “manage” the requirements of the project’s products and product components. RD is to “produce” customer, product, and product component requirements. 
3 REQM identifies inconsistencies between requirements and project’s plans/work products RD analyzes the customer, product and product component requirements.
4 Deals with communication between Requirements analysts and customer. RM is customer management oriented. Deals with communication between PM, domain and functional architect, designer and his team. In object oriented domain, it relates to defining services.
5 Specific GoalSG 1 Manage Requirements Specific GoalSG 1 Develop Customer Requirements

SG 2 Develop Product Requirements

SG 3 Analyze and Validate Requirements

6 GP 2.3 REQM uses requirements tracking tools, traceability tools and bi-directional matrix to manage requirement changes GP 2.3 RD uses requirements specification tools, simulators, modeling/ prototyping tools, scenario definition and management tools.
7 GP 2.5 REQM training includes:Application domain, Requirements definition, analysis, review, Configuration management and RM tools, Negotiation and conflict resolution GP 2.5 Examples of RD training includes :Application domain, Requirements definition, analysis and requirements elicitation, Requirements specification, modeling and tracking
8 GP 2.6 REQM deliverables placed under configuration management are requirements and requirements traceability matrix. GP 2.6 RD deliverables placed under configuration management are customer requirements, functionalArchitecture, product and product-component requirements and Interface requirements.
9 GP 2.9 Work products reviewed include requirements and requirements traceability matrix. Work products reviewed include product and product-component requirements, Interface requirements and functional architecture.

Establishment of QMS or ISMS or integration of both at your budget

May 23, 2010 Leave a comment

Dear friends,

Hereby we are happy to say that we happy to help you in establish the Quality Management System or Information Security Management System or integration of both.

We can help you to define, implement and assessment of the process at your budget. We do for small and middle firms, around the globe.

We have experts in traditional methodology as well as Agile in align with ISO and CMMI standards.

Approach us for your queries to

Audit Vs Assessment

January 10, 2010 Leave a comment

Audit Vs Assessment

S.No Audit Assessment
1 To verify the conformance of an entity to a given standard. It consists in gathering evidence of conformance or nonconformance. Evaluates the efficiency and/or effectiveness of an entity and results in a measure of its performance with regard to the scope of the assessment.
2 Verification and inspection are synonyms of audit. Appraisal and evaluation are synonyms of assessment.
3 An audit might explicitly point at specific people or groups of people as the cause for noncompliance (attribution). An assessment does not evaluate individuals (non-attribution). Of course, the result of an assessment might still be used to infer responsibility for failure or low scores
4 Example of audit: Verify all the practices established in the organization is followed or not. Example of assessment: Evaluate the CMMI level of an entity.
5 An audit results in a success or a failure An assessment usually provides a score that does not express success or failure

Implementation of QMS (Part4)

October 3, 2009 Leave a comment

Learn From Others & Share Your Experiences

As it was trail or test ride, implement the same across the organization at full fledge, since the procedures / process is matured one now. For implementation of the procedures / process to the full fledge the existing team which is already had used, need to spend time to share their experience with others and help them to get learned.

Quality is a team work rather than individual one.

Implementation of QMS (Part3)

October 3, 2009 Leave a comment

Have periodic reviews and Audit Trails

Before go for the audit, let have some pre-audits in terms of SQA reviews. Identify couple of resources of different teams to take up audit. Train them to the level of internal auditor and prepare a checklist for the reviews. This may help the organization to know the performance of the QMS as well the gaps in the QMS. Consolidate the SQA review report and send for analysis to the subject expert. If the identified gaps are addressed as risk in the procedures then rise PCR (Process Change Request) and make changes according as the direction of CCB ( Change Control Board). By this way the established procedures get maturity.

On maturity of the procedures, plan for audit. Have a deep discussion and identify the gaps in the practice (ground) and procedure (theory). Again consolidated it and review the same. If the identified gaps are risk then address them at high priority. Since it’s a continual process improvement, address the same with enthusiasm rather frustration.

Implementation of QMS (Part2)

October 3, 2009 Leave a comment

Define, establish and implement procedures

On avail of policy and objectives, define procedures across the organization. Procedures are nothing but the systematic way of doing something. As said it’s systematic, so rather you define the procedures / process allow the team who is going to work on to define. On definition of the process / procedures by the team, identify the gaps and analysis the same with the quality standards or models (ISO, CMMI & etc). Prepare review comments and go for discussion, so that procedures / Process get tuned. Once it’s been accepted on either side (You & team), incorporated the review comments with the existing procedures.

 On establishment of procedures we need to implement the same across the organization on different projects. For implementation, select one or more projects for the test ride. Once the projects are been selected, prepare a plan for the training to the required resources, so that they may effectively use the QMS. Allow the team to use the QMS for while with the plan stating that met up somewhere after three or fours months later for audit trail.

Implementation of QMS (Part 1)

October 2, 2009 Leave a comment

Define Quality Policy and Quality Objectives

Based upon the vision and mission statement of the organization, the top management will freeze the policy and objectives that need to be managed or maintain to meet its business goal. To be honest if prepared this with value, can measure the performance of the quality management system to great extent, but mostly in order to meet the requirements of the ISO 9001:2008, organizations establish this as a part, without any value or meaning. However it’s depends upon the individual or the organization who defines the same, since ISO 9001:2008 is the generic management system rather specific.

Constraints need to be considered while on working with policy and objective is what need to be done or what need to be managed to meet the business goals. For an example if we are going to define the policy for a startup company (of embedded systems of any particular products). Let us consider its vision statement is “Be leader in the network and embedded arena” and the mission statement will be “Deliver products on time with high quality”.

By combining both the vision and mission statement, came to the conclusion that the company want to maintain it’s delivery with high quality and on time for long run. So putting up this all in a line can say its policy as “Provide solutions & services or Products and services (supplier) that met the expectations of the customer (customer) in terms of Cost, Time and Quality”.

As defined the policy above, need to look into objectives to carry forward this policy. Quality Objectives is the measurable items at the end of the day to know where we are. From the above statement (policy), it’s clear that the measurable objects or items will be schedule, effort and quality (quality may be in terms of Defect Removal Efficiency, Customer satisfaction feedback & on time delivery).