The following author discusses how to formulate quality plans, implement quality assurance and quality control projects in the initial stage of the project, the project planning stage, the project implementation stage, the project monitoring stage and the project closing stage in the context of the company's quality management system. Quality management work.
Project initial stage
Tailoring of organizational quality management processes.
For companies that have established the ISO9000 quality management system and passed quality management processes such as Capability Maturity Model Integration ( CMMI ) , they need to be tailored after the project is started.
Through full communication with the project team members, it is clear that the importance of quality to the project and what everyone can do to ensure the quality of the project, so that everyone has full confidence in how to achieve the quality goal of the project. Some members of the project team believed that "the process is dead and useless, and the quality of software is guaranteed by testing" and other wrong ideas, and they were corrected through repeated communication, so that everyone reached an agreement on the following:
1) The quality of the project is planned, designed and built, not guaranteed by testing alone;
2) We must attach great importance to the quality cost of the project. The more errors are found in the early stage of the project, the lower the cost of correction ;
3) The achievement of the project quality goal requires the participation of all project members, rather than an individual matter.
Project planning stage
Develop a quality plan
The quality management plan of the project generally includes the following aspects:
1) Quality Policy. Quality expectations and policies set forth by the stakeholder's decision-making department.
2) Quality target. Various metrics that should be achieved for project quality management and project deliverables.
3) Quality management activities. Important quality management activities of the project, such as quality management workflow , quality process control , etc.
According to the expectations of the company leaders on the project when the project was launched. Develop a quality management plan for the project. In addition to functional indicators, the project's quality standards are the most important indicators such as versatility, reliability, maintainability and portability. For example , indicators such as generality, maintainability, reliability, and portability can be solved by drawing lessons from other projects in the company and adopting good architectural design methods. In addition to determining the quality objectives of the project, the person responsible for quality is also identified . For example, the project manager has the primary responsibility for the quality of the project; the team leader has the primary responsibility for the quality of the relevant subsystems; each developer has the primary responsibility for the quality of their own modules; the quality assurance personnel have the primary responsibility for the quality of the project. responsibility, etc. Quality performance is an important indicator for evaluating the performance of team members.
For quality process control, you can refer to the following: 1. Coding specifications, refer to " JAVA Programming Specification", and arrange for system architects to conduct random checks every week; 2. Test control process: A. Establish a BUG management system and define the BUG processing process (development personnel - team leader - tester - developer); B. The developer registers the developed and testable functions in the system and submits it to the team leader; C. The team leader logs into the system to conduct business tests in a timely manner, If there are any problems, they should be raised in the regular meeting before work every day, and the developers will use overtime to make adjustments; D. The modules tested by the team leader are submitted to the test leader through the system, and the test team will test the modules carefully. Problems are fed back to the developers for revision; E. The test leader forms a test report once a week, and sends the test report to the customer and other relevant project stakeholders by email.
Project implementation stage
Implement quality assurance
Assurance of quality is an important part of quality assurance, but in addition, quality assurance also provides each project stakeholders with trust and confidence in quality.
The methods for implementing quality assurance can be summarized as follows.
1) First implement the quality management plan of the project.
2) Adopt quality assurance tools and techniques.
代码配置管理，文档类交付物配置管理。对于项目交付的文档根据重要程度和预先的规划需要经过评审才允许提交进入配置管理系统。对于项目最重要的交付物（代码）的质量，项目组给予高度重视，项目组除了对重要核心模块进行代码评审以外，强调每次交付的代码都应该经过严格的单元测试和集成测试。并且强调任务“完成”的定义是需求、设计、编码、测试都完成了才算是完成了，纠正了一些开发人员认为只要编码完成了就算完成的错误思想。
通过增量交付的方式，在一些关键点（里程碑）请公司领导进行验收和确认，建立领导对项目的信心，公司领导对项目的质量也给予特别的关注，每次验收后都会对项目组强调质量的重要性。公司的质量控制部门通过系统测试对项目的成果给予把关。每次里程碑交付时，项目开发组完成集成测试，符合准入条件后，由测试组完成一轮系统测试，在项目最终交付时由测试组完成三轮系统测试，符合要求后方可通过。
项目在实施期间定期或不定期对项目的质量过程执行情况进行审计，由项目组质量保证人员主导对项目执行公司的质量过程情况进行结构性检查。例如质量审计过程中发现部分开发人员在没有完成集成测试报告的情况下就提交了代码，并且相关的小组组长也没有把好关。针对这种现象项目组采取了适当纠正和预防措施来确保质量过程的贯彻执行。
举例如下：
1、相关人员须参加业务或技术培训，具体以邮件通知为准。
2、开发人员严格按照《JAVA编程规范》进行开发，每周三晚加班时由项目项目构架师进行检查，如有发现不符合规范要求的相关人员立即进行整改；
3、“懂业务的不懂技术，懂技术的不懂业务”，在这种局面下项目风险很大，一旦开发人员没有理解业务去开发，将导致严重的返工，最终影响项目进度。为了及时了解团队成员工作中遇到的问题，约定每日下班后举行例会，每个成员都谈谈工作完成情况以及在工作中遇到的问题，对遇到的问题，大家一起讨论形成解决方案，形成会议记录；
4、开发人员完成阶段性可交付物后，相关人员严格按照《测试控制流程》进行操作，开发人员在每天上午上班时登录系统查看是否有自己需要修改的内容，如果有则先把需要修改的内容调整完后再进行当天的计划工作；
5、测试负责人每周形成一次测试报告，并将测试报告以邮件的形式发送至客户等项目相关干系人；
6、建立SVN服务器，对程序进行版本控制，每天下班后开发人员须将当天开发完的程序提交至服务器。
7、每周向客户发送项目周报，介绍本周开发情况、下周计划。
项目监控阶段
质量控制。
项目组在质量控制过程中除了加强测试以外，还特别注重软件缺陷记录的分析工作。如：根据团队成员每天的工作绩效信息，观察、分析项目实施过程的实际情况，对项目实施情况进行跟踪监测、检查，并将监测的结果与计划或标准比较，发现并分析偏差，及时采取纠正或预防措施。
项目收尾阶段
总结经验教训，丰富组织过程资产。
在项目交付时，由公司领导和相关部门领导、资深工程师组成的评审委员会，对项目的成果进行验收。项目针对评审中提到的问题就行了补救，完善相关的文档，评审后提交到项目配置管理系统。对项目执行过程中的经验教训进行总结。