STEP 5: SET PRODUCT IMPROVEMENT GOALS 3-41
• Identify product improvement areas
• Prioritize product improvement areas
• Set the product improvement goals
Analyse product quality discrepancies Activity
5-1
• Check the product quality needs
• Check the current product quality
• Determine discrepancies and record them
Those product quality characteristics that are not fully satisfactory will be analysed during this step. This is done together with the results of previous steps, namely:
• Desired product quality, which describe the target quality levels of the product
• Current status of product quality, which describes the current quality of the product (if any), or which describes the product quality that is expected from the current process
During Step 3, these two sources of information have already been used to identify the preliminary product improvement goals. In this activity, the precise significance of these discrepancies is analysed.
The implications and causes of the discrepancies are analysed. The gap between current and target quality is of especial interest, since it points to the product improvement areas. Where necessary, corrective action is taken by means of process changes. Such information on discrepancy is valuable at this point of time, as there is still time to make alterations.
There are two possible reasons for discrepancies:
• Positive – current product quality is already higher than necessary.
• Negative – current product quality is lower than required, so if no action is taken, the target will not be reached.
STEP 5: SET PRODUCT IMPROVEMENT GOALS 3-43
The best thing to do is to list the ISO9126-quality sub-characteristics and identify what the target and current status is for each of them. Based on these findings, differences can already be pointed out. This same task can be repeated for the quality characteristics, however input from the sub-characteristics is also now available for application. PROFES improvement methodology does not prescribe a scale on which quality can be expressed, but we recommend using a quantitative scale where possible.
Should this not be possible, qualitative expressions such as (high, medium, low) can be used.
Identify product improvement areas Activity
5-2
• Check the product quality discrepancies
• Select those product quality sub-characteristics that need improvement
• Report the areas of product improvement
Once the product quality needs are known and specified in generic terms such as ISO9126, and the current product quality is known in the same terms, product improvement areas can be identified. These product improvement areas can also be identified, based on the results of Step 4 (Determine current process capability), in case the process assessment has identified product improvement areas while studying the process.
Differences between target product quality and current product quality, especially those situations where the current level is lower than the target level, indicate the possibilities for improvement.
Therefore, it is best to start by making a list of all ISO 9216 product quality characteristics and sub-characteristics, and checking each item for any discrepancies and how large they are.
Based on such an overview, analysis and discussion can be held by or with the project manager on what is identified and which specific product quality (sub-) characteristics need improvement within the project’s terms of reference. These are the product improvement areas on which the process improvement programme could focus. No decision should be taken yet.
The aim of this activity is to identify the product improvement areas, and to clarify the rationale behind each possible product improvement action, in order to support decision-making on product improvement goals.
Prioritize product improvement areas Activity
5-3
• Analyse the product improvement areas
• Analyse product quality needs and their relation to business results
• Assign priorities to each improvement area
Before the final product quality goals can be set, all product improvement area identified in the previous activity should be prioritized. This can be based on a discrepancy factor, i.e. the larger the discrepancy between target and current quality, the higher the priority, but also on the relation between the product improvement area and its impact on business results.
Priority determination is a difficult process in which many parties should be involved, or at least consulted. Marketing, management and customers in particular should be heard when setting the priorities. Therefore, decision makers from several parties need to be involved in this activity.
Product and process improvements are still an investment, and those investments that will have the largest (or quickest) payback should be favoured.
Decisions on product quality goals can be taken, based on these priorities.
Such decisions are very important but are not often easy to make.
However, the previous PROFES steps have provided much information and support for making these decisions.
STEP 5: SET PRODUCT IMPROVEMENT GOALS 3-45
Select the product improvement goals Activity
5-4
• Select the product improvement areas that have the highest priority
• Analyse the feasibility of each product improvement area
• Establish the product improvement goals
• Achieve management commitment
The discrepancies identified were prioritized in the previous activity. In practice, not all the problem areas are likely to be tackled and so they must be selected in some way. We recommend discussion or brain-storming tech niques to help carry out this process, which should at least involve the project manager or other responsible person. Based on this prioritized list of discrepancies, product improvement goals can then be selected.
We recommend selecting the product improvement goals together with the complete project team, to make sure that the project team supports the product improvement goals. Motivation for product improvement is very important, and so the project team must be involved as much as possible.
Furthermore, product improvements should be checked for feasibility.
Although certain product characteristics might have a high improvement priority, improvement will not always be possible within real-world constraints. In such cases, improvement efforts can best be focused on other areas where results can be achieved with less effort.
Product improvement goals can be specified simply by listing the product quality (sub-) characteristics to be improved. However, we recom mend that product quality goals be specified in measurable terms. For example, if maturity (reliability) is an improvement area, we recommend specifying this goal in terms of mean time between failures, number of field defects, down time, etc. A famous quote by Tom Gilb reads: “Projects without clear goals will not achieve their goals clearly!” This supports the idea that the more concrete and measurable improvement goals are, the better people become at achieving them.
The results of this analysis and decision process should be documented.
Not only the final decision is important, but also the rationale behind that decision. In the future, it will be necessary to clarify the objectives and the rationale behind them, in order to prevent incorrect changes to the improvement objectives. It is very important to document why certain product improvement areas are selected and others are not.
Management is essential for any process or product improvement pro-gramme, and complete management commitment is therefore recom men-ded. This will help to facilitate the implementation of process changes in future PROFES improvement methodology steps.
Average Duration and Effort
Average duration of the step is 2-3 calendar weeks, largely depending on the availability of people during that period. The total effort is about 40-60 person hours.
Tools and Templates
Beside the use of some templates, PROFES does not prescribe the application of any particular tool.
Work Products
Input work products Output work products
• Business goals
• Product quality needs
• Product quality target profile
• Current status of product quality
• Process assessment reports and profiles
• Preliminary product quality goals
• Product characteristics
• Product improvement goals
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