True! The only reason for improving quality is nothing but a way to help us to get new deals, to create value, to continue to grow, to create employment and to get richer!
All of these require our customers to continue buying our products or services. They will only do so if they are convinced of the real quality of what we are proposing and because they know our company implements everything needed in order to increase satisfaction.
It goes well beyond taking into account their satisfaction; it even covers understanding, meeting and anticipating their requirements.

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Software development control

Quality in software development projects doesn’t happen on its own. It also doesn’t occur after a small group of heroes rides in on white horses and waves its shiny swords to vanquish the problems. Quality happens only when careful planning is done, when the entire project team maintains a quality-conscious approach every step of the way, and when problems don’t escape from the phase in which they were introduced. A quality product is a team effort. It’s planned and predictable. It’s without heroes, and it’s faster and cheaper than a low-quality effort.

How can this be? Let’s look at some sample projects. The first is a normal, low-quality, late project. We’ll call it project “Hurry Up” (HU for short).

Project HU got a bit of a late start due to the ongoing maintenance issues of its predecessor project “Just Ship It” (JSI). JSI was handled by a project manager (PM) who felt it was more important to ship on time than to ship a high-quality product. So he did. This PM was rewarded for his ability to “pull it together,” “get it out the door” and “meet the schedule.” The JSI PM was given a bonus for meeting his schedule and is now vacationing in Tahiti while the team deals with the fallout of the numerous bugs and unhappy customers.

Lesson #1: Don’t reward for shipping on schedule. Anyone can ship garbage. Base rewards on quality metrics.

During the last month of the project, the JSI developers worked 80-hour weeks. One heroic fellow was recognized for working 120 hours in one week, stopping only for brief rests. He heroically repaired multiple interfaces between applications. Those interfaces had not been properly specified (there were no design documents), no integration testing was done (no time to do it), and the QA team fought quality issues throughout system test.

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Quality Control

A lot of companies are wondering why they should get accreditation for their quality system.  Here are my top three reasons, not necessarily in the specific order of importance:

1. To give a (commercial) signal of trust to the market/customers about the qualitative approach of your organization.
2. To get external “objective” pressure (in order to force yourself to KEEP ON working on it).
3. Because a customer or the market requires you to.

The second reason is in fact the most important one to discuss, especially because it’s the only reason that comes out of free will.  If a customer or the market demands it, you have no option.

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