quality management organizations for cmmi ”qmoc ... · 10 copyright ©2011 fujitsu limited...

Copyright © 2011 FUJITSU LIMITED

5th World Congress for Software Quality– Shanghai, China

Quality Management Organizations for CMMIⓇ（”QMOC”）

Establishment & OptimizationMethodologies

1st November , 2011Y. Isozaki

Fujitsu Limited

1 Copyright © 2011 FUJITSU LIMITED

Background<QM process improvements in Fujitsu>

Many business units of Fujitsu head office and subsidiaries are implementing QM (quality management) process improvements by CMMI® application & implementation.

<CMMI® WG>We have established center of excellence for CMMI®

named “CMMI® WG”We have held monthly meetings for practical QM process improvement knowhow exchange regarding CMMI®.

<Critical Issue proposed by CMMI WG>Development of practical QMOC establishment &

optimization methodologies was proposed by CMMI WG members as a critical issue for CMMI application & implementation.


Subjects of This StudyWe discussed existing “QMOC” establishment & optimization methodologies in CMMIⓇ WG.

Note “QMOC”: Quality Management Organizations for CMMIⓇ

<Discussion Results>⑴Establishment methodologies

No practical methodologies except for the existing concept : “QMOC” = EPG + QAG

⑵Optimization methodologiesSome concepts have been proposed ,but no practical methodologies

Difficult to establish & optimize “QMOC”intentionally & strategically

Through trial and error


Figure 1. The Existing Concept for “QMOC” Establishment

EPGEngineering Process

Group

QAGQuality Assurance

Group

Definition

A group for establishment and optimization of standard quality management process based on CMMI®

A group for institutionalization of standard quality management processbased on CMMI®

“QMOC” = EPG + QAG


Classification Analysis (1st Analysis)

Actual“QMOC”

OrganizationChart A

Actual“QMOC”

OrganizationChart B

Actual“QMOC”

OrganizationChart C

CMMI® WGMembers CMMI®WG

Focus on “QMOC” positions whether they exist outside of

“CIBU” or not

Classification Analysis

External EPG Type

External QAG Type

External EPG & QAG Type

No External EPG & QAG Type

Note “CIBU” :CMMI® Implemented Business Units


Targets of Classification Analysis

10 Departments/ Subsidiaries

Fujitsu Head Office Departments (3)

Fujitsu Subsidiaries (6)

Offshore Subsidiaries(1)


Figure 2. A Case of External EPG Type - Subsidiary A

QAG02

President

Top of division A01 EPGTop of Department

Project

Top of QM Department

Division A01Division A02

QAG01

QMD

QMOC

CIBU

ExternalEPG

Top of Business Unit

Issues for CMMIⓇ Implementation1)Collaboration between EPG & QAG 2)Functions of 3rd Party Verification

Note “CIBU” : CMMI® ImplementedBusiness Units


Figure 3. A Case of External QAG Type - Subsidiary B

QAG

(QM

D)

EPG

01P

roject

Project

EPG

02

Business Unit B01

Project

Project

EPG

03

Division B02Division B03

CIBU

ExternalQAG

QMOC

An Issue for CMMIⓇ ImplementationInstitutionalization of tailored standard process is not good.

President


Figure 4. A Case of External EPG & QAG Type - Business Unit F, Fujitsu Head Office

QAG02

QAG03

Top of Division F02

Division F02

Project

Project

Project

Top of Division F01

Division F01

Project

Project

Project

QMD

EPG QAG01

Business Unit F

QMOC

CIBU

EPG PIC QAG PIC EPG PIC QAG PIC

Top of Business Unit F

ExternalQAG

ExternalQAG

ExternalQAG

ExternalEPG

An Issue for CMMIⓇ ImplementationNext steps of “QMOC” optimization for further quality improvement ?


Classification Analysis Results(1/2)

10 Departments/ Subsidiaries

(1)External EPG Type (10%)

(2)External QAG Type

(30%) (3)External EPG &QAG Type (60%)

1 Subsidiary3 Departments2 Subsidiaries1 Offshore Subsidiary

3 Subsidiaries


Classification Analysis Results(2/2)

(1)We classified existing “QMOC”s under three types.(2)Actual organizations structures were very complex and multifarious

Even if same type, no same organization structure.(3)“QMOC”s were combination of four kinds of EPG and QAG.

1)External EPG, 2)External QAG, 3)Internal EPG, and 4)Internal QAG.

Not all “QMOC” cases had four kinds of EPG & QAG Why some “QMOC” cases don’t need all four kinds of EPG and QAG?

Four kinds of EPG & QAG have their own reasons for existence and their own peculiar functions.

We made an assumption to solve this issue.

New Issue

Summary


Our AssumptionWe assumed that the reason for this issue was that “QMOC”s were analyzed as organizations, not as functions.

There are so many limitations of organizations, such as budget, number of employees, skill of staff etc.,then not all “QMOC” cases seemed to have four kinds of EPG and QAG.

If “QMOC”s are re-analyzed as functions, we would find four functions in all cases.

Our Assumption


Figure 5. Four Functions of “QMOC”

InternalQAG

Functions

InternalQAG

Functions

EPG(Process

Development&

Optimizing)

ExternalEPG

Functions

ExternalEPG

Functions

Outside of CIBU(Standard QM Process)

Inside of CIBU(Tailored Standard QM Process)

QAG(Process

Institutionalization)

ExternalQAG

Functions

ExternalQAG

Functions

InternalEPG

Functions

InternalEPG

Functions


Four Functions Analysis(2nd Analysis)We re-analyzed actual “QMOC” organization chartsbased on “QMOC Functions Matrix”.

<Analysis Procedures>(1)Actual “QMOC” organization charts were to be

reviewed from view of “QMOC” Functions Matrix, by CMMI WG members who established “QMOC”.

(2)They assigned four functions of “QMOC” to actual “QMOC” organization charts.

To show four functions clearly in actual “QMOC”organization charts.

<Objectives of This Analysis>Four functions were not clear in actual organization charts because of many limitations of organizations.


Figure 6. A Case of External EPG Type - Subsidiary A

QAG02

Top of division A01EPG

Top of Department

Project

Top of QM Department

Division A01

Division A02

QAG01

QMD

QMOC

CIBU Top of Business Unit

External EPG Functions

Internal QAG FunctionsInternal EPG FunctionsExternal QAG Functions

Issues for CMMIⓇ Implementation1)Collaboration between EPG & QAG 2)Functions of 3rd party verification

President


Figure 7. A Case of External QAG - Subsidiary B

QAG

(QM

D)President

EPG

01P

roject

Project

EPG

02

Business Unit B01

Project

Project

EPG

03

Division B02Division B03

CIBU


External QAG Functions

Internal EPG FunctionsInternal QAG Functions QMOC

An Issue for CMMIⓇ ImplementationInstitutionalization of tailored standard process is not good.


Top of BusinessUnit F

QAG02

QAG03

Top of division F02

Division F02

Project

Project

Project

Top of division F01

Division F01

Project

Project

Project

QMD

EPG QAG01

Business Unit F

QMOC

CIBU

EPG PIC QAG PIC EPG PIC QAG PIC





Internal EPG Functions

Internal QAG

FunctionsInternal QAG

Functions

Internal EPG Functions

Figure 8. A Case of External EPG and QAG- Business Unit F, Fujitsu Head Office

An Issue for CMMIⓇ ImplementationNext steps of “QMOC” optimization for further quality improvement ?


Four Functions Analysis Results(1)We found four functions in all “QMOC” in our

analysis result.

These four functions are inevitable functions for “QMOC”. Our assumption is verified.

(2)Four functions are inevitable for “QMOC”; however they don’t always exist as departments. Many actual organization types, department, PIC, external organization etc.

We have to decide a suitable organization typefor each four functions of “QMOC”


Figure 9. Standard Type of “QMOC”

President

QM Department

Top of QM Dept.

EPG QAG

Business Unit CBusiness Unit B

Business Unit A

CProjectBProject

Project A

PM

Projectteam

Top of business Unit

QM Dept

Top of QM Dept

EPG QAG ExternalQAG

Functions

ExternalEPG

Functions

InternalEPG

Functions

InternalQAG

Functions

CIBU

QMOC


Figure 10. An Example of “QMOC” Establishment Plan

President

QM department

Top of QM dept.

EPG QAG

Business Unit CBusiness Unit B

Business Unit A

CProjectBProject

Project A

PM

Project team

Top of Business Unit

QM Dept.

Top of QM Dept.

EPG QAGAs a

Department and Use of

External Organizations

As a Department

As aDepartment

As a PIC

CIBU

QMOC


Evaluation Results by CMMIⓇ WG Members

Development of practical “QMOC”establishment & optimization methodologies”which was proposed by “CMMI® WG” is solved to a certain extent by our methodologies.

(1)“QMOC” optimization process have been improved by this methodology

(2) Departments or subsidiaries which will start to apply CMMI® also can establish “QMOC” intentionally and strategically


Next StepsThere are many departments and subsidiaries which have already applied and implemented CMMI® in Fujitsu group.

(1)We would like to analyze these “QMOC”s and verify and modify our methodologies based on additional analysis results.

(2)Our methodologies are not numerical methodologies now. We would like to analyze these “QMOC”s numerically and modify our methodologies to numerical ones.

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