Assurance Plans Guideline

What is the Process Approach to Quality?

The ISO 9001 2000 standard is designed to manage and improve organizations processes. There is a great deal of misunderstanding and misinterpretation of the meaning of the process approach to Quality.

If you have at all been involved with quality assurance I am sure that you will at least heard of the “process approach” to Quality Assurance even if you are not fully aware of its meaning. The process approach to Quality Assurance is based on the idea that an organization is a system of interlinked processes.

If an organization does not define how its individual activities work together and the order in which the activities are performed it cannot deliver a quality product to its customers.

The process approach to quality involves analysing and then documenting the actual activities and links between those activities within an organization using simple process flowcharts. This technique is typically used by an auditor when conducting a gap analysis on a business. If you are unsure about your ability to identify your processes then you can employ a consultant to assist you.

Once the process and their interactions have been identified a framework of procedures and work instructions can be built around them.

It can often be the case that the output from one process in an organization is the input for another process within the same organization. As can be seen in the diagram below where the output for activity one is the input for activity two and similarly the output of activity two is the input for activity three.

When analysing the processes within your organization it should be remembered that processes may link to processes outside of your organization. A typical example of this might be the product design interface between you and your customer.

Your organization sends a design concept to the customer (the Process input).

The customer approves the design (the Process activity).

You receive back the approved concept design (Process output)

In many organizations it may be possible to break down each process still further into their individual sub-process components, (please forgive the simplistic example).

For example: The posting of a letter might be broken down into.

Process 1: Selection of the envelope type. E.g. Padded, anti static, brown, white, anti-static.

Process 2: Selection of postal method. E.g. Courier, air-freight, secure, insecure.

Process 3: Selection of first or second class postage, same day, seven day.

Each of these processes can then be broken down into sub-processes. E.g. The closure of the envelope. Should it be the type you lick, self adhesive, secured with sticky tape, security fastener or wax seal?

One always has to look at the common sense approach as to how far you should break each process down into sub-processes.
For example: If the customer does not specify the method of envelope seal to be used then any type of seal may be used as long as it is fit for purpose. However, if the customer specifies a particular type of seal for certain products the process becomes more important to both you and your customer and therefore the process is worthy of documentation.

If you have difficulty documenting your processes, especially regarding the amount of detail required then it may be worth employing a consultant to guide you through the process. If your procedures are too prescriptive you will end up with unmanageable documents which serve no real purpose. A consultant will be able to minimise your documentation while ensuring compliance with ISO 9001 2000.

Many organizations already have documented instructions in the form of standard operating procedures (SOP’s) and work instructions (WI’s) that define how individual activities are performed. However, it is often the case that the interfaces between these instructions are misaligned. In some cases the interfaces are not even considered let alone documented. Misaligned process interfaces within an organisaton often leads to process fragmentation and eventually to break down of the organizations processes.

The ISO 9001 2000 standard has adopted the process approach to Quality management systems which is designed to improve an organizations processes.

The following rules may be used to implement a process approach to your Organizations Quality Management System.

Identify your Organizations key processes.

Define Quality Assurance levels for those processes.

Decide how process quality will be measured.

Document your approach to achieving the desired quality.

Evaluate your quality level and continuously improve it.

The following example will help guide you through the methology of identifying process inputs, activities and outputs.

As an example, let us consider the Purchasing Process:

1. The Input to the Purchasing process is a requirement to purchase materials, components or services.

2. The Purchasing Activity involves selecting a supplier from our approved supplier list and preparing a purchase order. We will interact with - The supplier: to place the order. - Receiving: to notify them of the material ordered. We may interact with - Engineering: if Purchasing specifications are needed. - Quality Assurance: if Receiving inspection is needed and to disposition the product if it is non-conforming when received.

3. The Output of the purchasing process is an approved purchase order released to the supplier.

A typical manufacturing company will have the following product realization processes:

Customer Enquiry.

Review and Quote.

Receive Order

Prepare Process Control Documentation

Purchase Materials

Receive Materials

Production

Pack

Label and Ship

In addition, we have the following support processes:

Management Review

Training

Document Control

Internal Auditing

Corrective and Preventive Action

Summary: As you develop your quality system, you must define the sequence and interaction of your processes in your quality manual as required in Section 4.2.2 of the new standard.

As you define your processes and prepare the accompanying documentation, be sure that the inputs, activities, interactions and outputs are fully defined so your quality system is effective.

Driso provide ISO 9001 2000 consultancy, auditing, software, and training Services.
They also supply Easy ISO 9001 2000

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Better to fail for real than fail to really fail. Huh?
We know you’ve experienced this. Let’s say you just added some new functionality into your software, and you run a new build. And let’s say that 50% of your test cases fail. What is the first thing you assume?

We’ve asked this same question as our “teaser pitch” last winter to 100 developers and QA professionals who walked up to our booth at a recent conference, and 95 of them had the same answer! The tests must be broken!

This creates a cascading set of bad assumptions that will make your manager recite the adage about “ASS out of U and ME” on the whiteboard at the next project meeting. Here’s why.

• You assume that the problem is not with your application, it is with the test cases themselves being broken or no longer valid.
• So you spend time comparing the test cases with whatever changed in your new build.
• Then you dig into the test scripts to try to figure out why the test case is no longer passing, and rework them until they pass.
• Or you just give up and try validating by clicking through your old Word document test cases. Fun busy work.

How can you possibly call this testing? Rather than using the test to validate the application, you are using the application to test the test case - which is a program you coded!

Yes, unit tests are important for finding structural bugs in your code. But once a unit test tries to get beyond that granular level of testing, it becomes another fragile program in your development environment.

It is outrageous to assume that relying on coded unit test cases alone offers you any value in functional testing. In fact, the whole process is so manual and highly inefficient, that you wonder if you are doing anything more than making busy work for your own team.

Unit testing has its limits. There are methods people have tried to get beyond these limits, but it is like challenging the theory of gravity.

• Attempting to code for reuse - may seem possible but can only get you to the edge of Unit testing’s limits.
• Attempting to test the UI with your QA group, doesn’t really work if you can’t see those middle and back-end layers.

What makes false failures so dangerous? Besides the fact that they are a morale vampire that will make the team give up on testing, false failures impact the overall effectiveness of testing. If you don’t know if a failing test case is even valid, what do you really learn from testing? It is like a detective that never gathers evidence.

Time to declare war on false failures.

Jason has more than 13 years of experience in executing marketing plans, re-engineering business processes and meeting customer requirements for technology and consumer companies such as HP, IBM, EDS, Delphi, TaylorMade, Sun, Realm, Adaptec, Motorola, Sprint and currently with iTKO. Jason writes articles on a variety of subjects including software testing for http://www.itko.com.

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It won’t matter how effective your WinRunner Team is if no-one outside your immediate organization knows about your accomplishments. For this reason, marketing your WinRunner Team is vital to your success. When times get tough, executives look for cost-cutting measures. The QA group is often the first on the chopping block. If these high level executives don’t fully understand and appreciate the value of your service, they will see the cost of WinRunner licenses and maintenance as well as the highly skilled, but also more expensive WinRunner engineers as a nice place to start trimming the budget. They will not have the time or luxury to launch an investigation to see if these services are really necessary.

The next thing you know, you have a nice library of WinRunner scripts, but no tools to execute them and no one with the skills necessary to modify the scripts as applications are updated. However, if these high level executives have personal knowledge about the benefits of software WinRunner in terms they understand, which are time and cost savings to the business they support, they will be less likely to put it on the chopping block.

High level executives don’t have the time or energy to seek you out and find out what benefits the automated testing has to offer to the organization. Instead, you must make the effort to seek them out. Marketing your WinRunner group is the responsibility of the entire team, but the heaviest burden lies upon upper-management and Vice Presidents because they have daily contact with peers at their level and higher.

Demonstrations for High Level Executives

One of the best ways to market your WinRunner team is to demonstrate to Executives, what you have done with WinRunner tool and how it helps their business. When you know an executive will be in town for a day, arrange for a thirty minute meeting. Executives are busy and everyone wants a piece of their time, so limit the time to thirty minutes. It will be sufficient to demonstrate what you have done with the product as well as how it benefits their business.

When you have confirmed that the executive will be able to attend a demonstration, it’s time to find a suitable conference room. Choose one that has live network connections and a screen to display the laptop image. Schedule the conference room for thirty to sixty minutes before the executive arrives in order to prepare. Use this time to set up the laptop, projector, and perform a dry-run of the script. Verify with the development engineering groups that no loads will be affecting the application you plan to demonstrate. Explain how important it is that nothing impact the environment, which will cause the application to go down during the presentation.

Invite as many members of the WinRunner team as possible so that the executive has the opportunity to meet everyone. However, if this is not possible due to the current work-load, invite only key individuals, preferably the ones who created or currently maintain the script that will be part of the presentation. They know most about it and will be able to troubleshoot any problems that arise more efficiently than someone who is not as familiar with the application or script.

Begin the meeting by making introductions and pass out an agenda so that everyone knows where the meeting is going and what will be covered. Give a brief overview of the application that will be demonstrated. The application should be one that the executive is familiar with and the script should run the length of the meeting (or longer). Ideally the application will have a lot of fields, making hand-typed data entry tedious. WinRunnerl will whiz through the application at an impressive speed.

While the script is running, explain how long it takes to manually run one test case verses how long it take WinRunner to execute one test case. Translate this into one test iteration so everyone can see how much time WinRunner saves on a weekly or monthly basis. Mention that the manual testers, who used to perform this testing, are now free to work on other projects, while this one is testing it’s self. At the end of the meeting, bring up the report to show how easy it is to identify which test cases passed and which, failed.

Executives are usually in back-to-back meetings, some of which run over their time limits. Less-important meetings, such as your presentation, may get rescheduled at the last minute. Don’t be discouraged. Simply reschedule the meeting for a later date. These presentations are not a waste of time. Executives who see the benefits of WinRunner and the cost savings will not only hesitate to cut your program out of the budget, but they will also inform their peers, who are struggling with long testing cycles, of your success. Ultimately, your success is their success.

Take Advantage of Status Reports

Status reports are one of the best ways to demonstrate to the business, on a weekly basis, how much time and money they are currently saving by automating the software testing. Status reports should contain the following figures:

Weekly hours saved per application
Year to date hours saved
Number of application automated
Number of scripts
Cumulative hours saved this week for all applications
Cumulative hours saved to date for all applications
Database or Spreadsheet of Project Statistics

Once the business and upper management gets wind of your WinRunner team’s abilities, be prepared for a windfall of questions. You will be asked over and over about the number of applications that have been scripted, time saved through automation, and a host of related questions. The best way to be prepared is to have a database or spreadsheet with your current project statistics on hand. Not only will you appear organized and efficient, but you will not have to drop your current activities to scramble for statistics. Your project database or spreadsheet should show general and application specific statistics.

Let Others Toot Your Horn

Executives who have had positive experiences with you in the past will spread the word when their peers complain about manual testing or show an interest in automating their software testing.

Beef Up Your QA Website

Most organizations have an internal website with sections dedicated to each group within the organization. If your QA organization doesn’t already have a website, it’s time to create one. A QA website can help you streamline activities such as a project queue that prioritized new projects, and conduct customer satisfaction survey’s, and announce your successes to the rest of the company.

Your QA website will do nothing for your PR unless other groups and organizations have to access it in order to interact with your team. You can begin forcing other groups to access your website by creating a project work queue, where they must complete a form in order to have their project entered into the QA work queue. This is your opportunity to lay down the rules rather than be forced to abide by their rules. There are specific facts that need to be clear before QA can prioritize and -assign resources to a new project.

Departmental home pages generally consist of the group mission statement and basic information. Once people have seen it a few times, they will skim right over it and with out a second thought. What a waste of space! Home Page real estate is the most valuable area of your website because it’s the one page that everyone sees. You best real estate should be reserved for facts that demonstrate your team’s success. It’s not that the team mission statement isn’t important, but rather that the mission statement belongs on another page or at the bottom of your home page, after the statistics. These statistics can be arranged in such a way that they display a running total of the cumulative time saved to date for each application and as a whole.

Town Hall Meetings

Take advantage of Executive Town Hall meetings, which are often used to update employees on the success of the business and visions Executives have for the future. They usually include many top level executives, who have connections in other business units who may be in need of automated testing. It’s not unusual for each Vice President to be asked to stand up and say a few words about their team’s current activities. This is a good opportunity to repeat some of your automated testing statistics or, in some cases, a quick presentation.

Don’t be afraid to contact executives, explaining your success with WinRunner and that you would like to share this with the organization during the Town Hall meeting. Executives rarely have the opportunity to see what is really happening in the “trenches” and will be pleased to hear about your success, especially when it is clearly a cost-cutting measure.

About the Author
Danna Henderson has helped many oranizations automate their software testing with complex, data driven scripts. For more information about successful automated testing with WinRunner, contact WinRunner and Software Test Automation Tools.

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