Topic: Implementing QA without reducing Productivity

Message

How can Software QA processes be implemented without reducing productivity?

Ans:By implementing QA processes slowly over time, using
consensus to reach agreement on processes, focusing on processes that
align tightly with organizational goals, and adjusting/experimenting/refactoring 
as an organization matures, productivity can be 
improved instead of stifled. Problem prevention will
lessen the need for problem detection, panics and burn-out
will decrease, and there will be improved focus and less
wasted effort.  At the same time, attempts should be made to
keep processes simple and efficient, avoid a 'Process Police' mentality, 
minimize paperwork, promote computer-based processes and automated tracking
and reporting, minimize time required in meetings, and promote
training as part of the QA process.  However, no one - especially
talented technical types - likes rules or bureaucracy, and
in the short run things may slow down a bit.  A typical
scenario would be that more days of planning, reviews, and 
inspections will be needed, but less time will be required for late-night
bug-fixing and handling of irate customers.

Other possibilities include incremental self-managed team approaches 
such as 'Kaizen' methods of continuous process improvement, 
the Deming-Shewhart Plan-Do-Check-Act cycle, and others.

Author	Message
vidhya Senior Member Joined: 24Mar2007 Online Status: Offline Posts: 114	Topic: Implementing QA without reducing Productivity Posted: 25Mar2007 at 10:29pm
	How can Software QA processes be implemented without reducing productivity? Ans:By implementing QA processes slowly over time, using consensus to reach agreement on processes, focusing on processes that align tightly with organizational goals, and adjusting/experimenting/refactoring as an organization matures, productivity can be improved instead of stifled. Problem prevention will lessen the need for problem detection, panics and burn-out will decrease, and there will be improved focus and less wasted effort. At the same time, attempts should be made to keep processes simple and efficient, avoid a 'Process Police' mentality, minimize paperwork, promote computer-based processes and automated tracking and reporting, minimize time required in meetings, and promote training as part of the QA process. However, no one - especially talented technical types - likes rules or bureaucracy, and in the short run things may slow down a bit. A typical scenario would be that more days of planning, reviews, and inspections will be needed, but less time will be required for late-night bug-fixing and handling of irate customers. Other possibilities include incremental self-managed team approaches such as 'Kaizen' methods of continuous process improvement, the Deming-Shewhart Plan-Do-Check-Act cycle, and others.
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