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Designhow the device or software fits into the architecture; i.e., internal facing
Operationshow the device or software will be used; i.e., standard operating procedure
Performancehow should the device or software function; i.e., response times, look,
feel, etc.
In quality management, we refer to these specifications as qualifications because they get tested
and verified before release. We also call them design qualification (DQ), installation qualification
(IQ), operations qualification (OQ) and performance qualification (PQ). These specifications
need to be considered as part of the enterprise security architecture during any custom software
development or major changes. Rule number one is "No surprises!" The secure software
development methodology needs to include specifications for design that eliminate all known
vulnerabilities and any organizational attack vectors that are unique to the organization. Any
changes need to be retested during the quality assurance (QA) and user acceptance testing phase
of development. The QA team needs to include a member from the software side and the
technology side.
The results are a fully integrated, seamless approach to managing security vulnerabilities and
shutting down those attack vectors. The time spent upfront will save time on the back end, so that
management can focus resources on problem management and security events and incidents to
gather additional intelligence. The additional benefit is that the security team can more easily
detect potential security events and incidents more rapidly.
Organizations should not have to pay out of their own pockets to fix security defects that the
manufacturer could have fixed for everyone by adopting a similar quality management approach.
If the developer or manufacturer was facilitating this level of testing, it should be able to provide
the security standards.
Organizations that purchase products that have known vulnerabilities/defects, nullify their
warranties. This increases the organizations exposure and liabilities, which means that they will
need to carry more insurance and pay for it out of their pockets, further increasing operational
costs and lowering revenue because the cost of doing business just got more expensive.
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1. Check sheet
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method