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I. Contents of quality software management

==================
Ive been interested in Systems Thinking explicitly for the last two or three years. I havent had
many good books I could recommend to anyone other than The Fifth Discipline. Last year, I
inherited a wealth of Jerry Weinberg books from fellow geek, Romilly Cocking and just got
around to digesting a very classic book, Quality Software Management: Systems Thinking.
Weinberg, whether or not you know it, has had a huge effect on our industry. He has written
many books on wide ranging topics, and being a participant/organiser of the Amplify Your
Effectiveness (AYE) conference continues to influence many leaders.
Hard cover books are always a lot more intimidating than their soft covered brethren. Perhaps its
the sheer bulky that does it. Fortunately the text is rather large and with only about 280 pages of
content, easily consumed on a number of continental flights between the no-electronic gadgets
zone.
Ill admit that describing Systems Thinking is hard. Walking through, what Weinberg
calls, Diagrams of Effects are intuitive when he explains them step by step, however I find it
hard to describe the process and never have been very confident in some of the ones that I have
used.
The Mechanics of Systems Thinking Diagrams
One tip that Weinberg talks about is thinking about the things in the boxes as things that you

could measure (or you do measure) and their relationship between each other. Giving the item in
a circle a name has been a challenge for me, and Weinberg presents a heuristic I feel I can make
better use of.
Unlike models Ive seen from places like Soft Systems Dynamics, Weinberg doesnt use a plus
or a minus, and maybe youll find his notations work for you. I cant say they worked or didnt
exactly work for me. I did appreciate the different take on making the secondary, or implicit
loops more explicit by attaching repeating loops to the lines they amplify, rather than to the
entity they end up with.
In other Systems Thinking Diagrams, people sometimes note a delayed effect, something I was
surprised didnt really turn up in the book to a great deal. I dont know whether or not this was
intentional or not. A new difference I learned though was putting on another notation for
diagramming where managerial decision/input affects the Systems Diagram. The way that
Weinberg wrote about using this brought a little bit more of a humane aspect to it.
Repeating the role of Mental Models
In the Fifth Discipline, I didnt really understand the importance of Mental Models related to the
point of the Learning Organisation. After chatting to Mark Needhamrecently on the way that
people interpret different things, and seeing how crucial this was to interpreting and drawing
Systems Thinking Diagrams in Weinbergs books, I better understand why these two things
cannot be detached. In fact, it was very timely with the question that XP2011 keynote, Esther
Derby kept asking, In what world would this make sense? to see things from a different
Mental Model.
Weinberg tells a really good story about how these Mental Models effect the observation. He
recalls a story talking to a manager whos managed to work out how to distinguish good
programmers from the bad ones. The manager starts talking about how hes noticed how some
programmers talk a lot to end users, or to other programmers. A grinning Weinberg, nodding at
the managers observation slowly stops as he comes to realise how the manager dont think of
these inquisitive, communicative programmers as the better ones, unlike what Weinberg (and
maybe you and I were thinking). Same observations, different interpretation.
Reconfirmation of in built human biases
We are full of biases that we arent even aware of. Many of Weinbergs anecdotes remind me of
some in particular. For example, he talks about how managers running projects that continue to
fail, blame it on bad luck, or something out of their control, whilst taking personal credit for
those that do succeed. This is a really good example of the Fundamental Attribution Error.

Things that didnt work for me

Throughout the book, Weinberg refers to Pattern 1 and Pattern 2 type organisations. Even though
he explained them early on in the book, I found it difficult to anchor any real meaning to them by
the time Id finished the book. I would have liked to have seen him give them better names and
use them throughout. Its a minor detail, however I did notice this slowing down my reading.
Summary
Id recommend this, still highly relevant, book to people involved in IT today. Though its
published in the early 90s, Im surprised at how many of the stories are still relevant. It not only
explains the basics of thinking with systems using models anyone can relate to. It also explains
those systems diagrams that apply to the software problems of today.

==================

III. Quality management tools

1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:

Who filled out the check sheet

What was collected (what each check represents,
an identifying batch or lot number)
Where the collection took place (facility, room,

apparatus)
When the collection took place (hour, shift, day of
the week)
Why the data were collected

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.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different

individuals), however the type of chart used to do

this requires consideration.

3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.

4. Scatter plot Method

A scatter plot, scatterplot, or scattergraph is a type of

mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each

other. In this case, an identity line, i.e., a y=x line, or an

1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
exactly.

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

A histogram is a graphical representation of the

distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]

III. Other topics related to quality software management (pdf

download)
quality management systems
quality management courses
quality management tools
iso 9001 quality management system
quality management process
quality management system example
quality system management
quality management techniques
quality management standards
quality management policy
quality management strategy
quality management books