PO11  Manage Quality
Control over the IT process of ...
managing quality
    with the business goal
    to meet the IT customer requirements
     
      is enabled by
      • the planning, implementing and maintaining of quality management standards and systems providing for distinct development phases, clear deliverables and explicit responsibilities

        and takes consideration

        • Critical Success Factors that leverage
        • specific IT Resources and is measured by
        • Key Performance Indicators

Record of Assessment
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  Control Objective:

Manage quality. 

CRITICAL SUCCESS FACTORS
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Description
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A clearly defined and agreed upon development process has been created to perform quality assurance
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Quality is defined by the organisation with clear roles for the quality assurance processes and quality control procedures
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A quality assurance program has been implemented with well defined, measurable quality standards and quality control processes have been defined, resourced and aligned
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There is continuous improvement and a defined knowledge base for processes and metrics
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There is a quality education and training programme
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Stakeholders are involved in the quality assurance programme
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A positive quality culture is consistently promoted by all layers of management
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Awareness exists that quality standards should equally apply to processes and projects where reliance is placed on third parties
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Every delivery process needs to have proper quality assurance criteria
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Emphasis is provided on training IT and end user staff in testing methods and techniques
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KEY GOAL INDICATORS
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Number of IT processes and projects that satisfy stakeholder requirements
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Increased rating for customer satisfaction with services rendered
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Number of IT processes and projects formally signed off by quality assurance without significant rework
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Decreased number of quality defects
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Decreased number of non-compliance reports against quality standards
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KEY PERFORMANCE INDICATORS
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Number of IT processes and projects with active quality assurance management participation
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Number of documented quality assurance monitoring and testing activities
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Number of quality assurance peer reviews
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Number of IT processes and projects that have been benchmarked
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Number of meetings between stakeholders and developers
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Average number of training days in quality management
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Number of projects with documented and measured quality criteria
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  Conclusions:
* Non-existent 
The organisation lacks a quality assurance planning process and a system development life cycle methodology. Senior management and IT staff do not recognise that a quality program is necessary. Projects and operations are never reviewed for quality.
* Optimised 
Quality awareness is very high within the whole organisation. Quality assurance is integrated and enforced in all IT activities. Quality assurance processes are flexible and adaptable to changes in the IT environment. All quality problems are analysed for root causes. Quality satisfaction surveys are an essential part of a continuous improvement process. The knowledge base is enhanced with external best practices. Benchmarking against external standards is routinely being performed. The quality assurance of IT processes is fully integrated with the assurance over business processes to ensure that the products and services of the entire organisation have a competitive advantage.
* Managed and Measurable 
The organisation continuously and consistently measures quality of processes, services, products and projects. Quality assurance is addressed in all processes, including those processes with reliance on third parties. A standardised knowledge base is being established for quality metrics. Quality satisfaction surveying is an ongoing process and leads to root cause analysis. Cost/benefit analysis methods are used to justify quality assurance initiatives. Responsibilities and accountability are increasingly being defined for organisation-wide business processes and not only for IT processes. Benchmarking against industry and competitor norms is increasingly being performed.
* Defined Process 
IT management is building a knowledge base for quality metrics. There is a defined quality assurance process that has been communicated by management and involves both IT and end-user management. An education and training program has been instituted to teach all levels of the organisation about quality. Quality awareness is high throughout the organisation. Tools and practices are being standardised and root cause analysis is occasionally applied. A standardised program for measuring quality is in place and well structured. Quality satisfaction surveys are consistently conducted.
* Repeatable but Intuitive 
Basic quality metrics have been defined and could be repeated from project to project within the IT organisation. A programme is being established for managing quality assurance activities within IT. IT management planning and monitoring practices are established over quality assurance activities, but are not broadly enforced. Common tools and practices for quality management are emerging. Quality satisfaction surveys are occasionally conducted. 
* Initial / Adhoc 
There is a management awareness of the need for quality assurance. Individual expertise drives quality assurance, when it occurs. Quality assurance activities that do occur are focused on IT project and process-oriented initiatives, not on organisation-wide processes. IT projects and operations are not generally measured for quality, but management makes informal judgements on quality.
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