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		<title>iSixSigma Information Technology/Software Discussion Forum</title>
		<link>http://software.isixsigma.com/forum/</link>
		<description>Discussion Forum for topics including Six Sigma, business, management, leadership, project management and process improvement.</description>
		<language>en-us</language>
		<copyright>Copyright 2000-2008 iSixSigma LLC</copyright>
		<docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <lastBuildDate>Sat, 10 May 2008 03:22:03 GMT</lastBuildDate>
    <ttl>10</ttl>

		<item>
			<title><![CDATA[Re: Applying Six Sigma to Information and Data Quality]]></title>
			<description><![CDATA[Eric:
We are also interested in applying these methodologies to Data Quality.&amp;nbsp;Feel free to contact me 313.225.0716 to share information.
&amp;nbsp;
Mike]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4298</link>
			<pubDate>Fri, 9 May 2008 00:08:09 GMT</pubDate>
			<postedBy><![CDATA[Michael Principe]]></postedBy>
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			<title><![CDATA[Re: Aligning Is and Process Design]]></title>
			<description><![CDATA[Actually, i&apos;dont know about a specific documentation/case study. But in my experience in Process Management implementation, the most important of a documentation structure is the clearly and applicability. For those reasons, the procedures, templates, etc. must be elaborated and&amp;nbsp;revised by the process expets and promoted by the managers.
The documentation structure shoud be soported by a Training and Change Management plan that ensure the successof the new processes.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4297</link>
			<pubDate>Wed, 7 May 2008 17:04:08 GMT</pubDate>
			<postedBy><![CDATA[OCV]]></postedBy>
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			<title><![CDATA[Re: 8D Report Format]]></title>
			<description><![CDATA[8D Report Format]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4296</link>
			<pubDate>Tue, 6 May 2008 11:11:17 GMT</pubDate>
			<postedBy><![CDATA[szaffián Krisztina]]></postedBy>
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		<item>
			<title><![CDATA[Re: 8D Report Format]]></title>
			<description><![CDATA[It&apos;s in Free Stuff on http://www.opensourcesixsigma.com.
&amp;nbsp;]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4295</link>
			<pubDate>Thu, 1 May 2008 07:43:43 GMT</pubDate>
			<postedBy><![CDATA[Brandon]]></postedBy>
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		<item>
			<title><![CDATA[How to Over come Targets]]></title>
			<description><![CDATA[Me working as a Business Manager for an IT company. Our company is selling the Enterprise software Applications at 25K$ to 125K &amp;. I am assigned with a target of 2 Million Dollar per annuam. I want the process definition in my department and I have to achieve the targets. Please let me know how the process defnition in the Business development ????]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4294</link>
			<pubDate>Wed, 30 Apr 2008 17:24:19 GMT</pubDate>
			<postedBy><![CDATA[Hari]]></postedBy>
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		<item>
			<title><![CDATA[Re: 8D Report Format]]></title>
			<description><![CDATA[Hi All,
&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;I am managing a QA DEPT&amp;nbsp;&amp;nbsp;would like to implement 8D methodologies.Can any one give me the format of the 8D REPORT?]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4293</link>
			<pubDate>Wed, 30 Apr 2008 07:09:43 GMT</pubDate>
			<postedBy><![CDATA[srinivasan]]></postedBy>
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			<title><![CDATA[Six Sigma Meets Software Development Is off Track]]></title>
			<description><![CDATA[Hello Six Sigma Guy,I know your post has been done few years ago. But I would really like to know if you have done any case studies for those projects you were involved with, specifically on software development.By the way, my email address is ghialagmanyahoo.com, should you want to respond.Thank you.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4291</link>
			<pubDate>Tue, 29 Apr 2008 17:11:51 GMT</pubDate>
			<postedBy><![CDATA[Ghigs]]></postedBy>
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			<title><![CDATA[Re: DPMO Calculation for a Six Sigma for Imroving Dr]]></title>
			<description><![CDATA[It&apos;s an interesting problem.&amp;nbsp; Ideally we&apos;d have full requirements traceability into code so that every &quot;place&quot; in the code where a defect might be present traces back to a specific CTQ.&amp;nbsp; In the real world of current software development practice that just doesn&apos;t happen.&amp;nbsp; What I do, and what I recommend to my clients, is to apply three rules:
1. Do not confuse black box with white box.&amp;nbsp; An opportunity is a place where failure to meet a CTQ is possible.&amp;nbsp; The number of opportunities for black box testing will be different from white box.&amp;nbsp; With black box you don&apos;t know what&apos;s happening in the code so it&apos;s valid to treat each field in a form, for example, as one opportunity.&amp;nbsp; With white box, or code analysis, you&apos;re looking for all the places in the code where a defect might be present.&amp;nbsp; LOC is not a valid unit, as you realize, since there may be more than one opportunity in a single line.
2. A defect is a failure to meet a CTQ.&amp;nbsp; Other &quot;defects&quot; may be found during reviews and testing.&amp;nbsp; Document them but do not include them in DPMO.&amp;nbsp; Report them as &quot;non-CTQ issues&quot;.
3. The ratio between opportunities and potential defects must be 1:1.&amp;nbsp; Proper test coverage or code analysis&amp;nbsp;often entails multiple &quot;opportunities&quot; to uncover the same defect.&amp;nbsp; These are not the same as opportunities for the defect to occur.&amp;nbsp; Do not proliferate the counts of either opportunities or defects.&amp;nbsp; Every defect&amp;nbsp;should relate to a specific opportunity.&amp;nbsp; If you find more than one defect for the same opportunity, refer to rule 2.
Admittedly this is fuzzy measurement.&amp;nbsp; But most software development is not software engineering.&amp;nbsp; If it was we wouldn&apos;t be struggling with DPMO.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4289</link>
			<pubDate>Tue, 29 Apr 2008 11:45:44 GMT</pubDate>
			<postedBy><![CDATA[Don Strayer]]></postedBy>
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			<title><![CDATA[Applying Six Sigma to Information and Data Quality]]></title>
			<description><![CDATA[Is anybody in this forum applying Six Sigma, or Lean, or Taguchi&apos;s Loss Function&amp;nbsp;to any aspect of information/data quality...or know of anybody who is or has?
Particularly interested in receiving papers, articles, powerpoint decks...or references/URLs for any of these...published or not...as part of a literature review project currently underway for a masters course on IQ.
Would also entertain phone conversations with actual practioners involved in applying an of these three methods to IQ/DQ.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4288</link>
			<pubDate>Mon, 28 Apr 2008 02:16:29 GMT</pubDate>
			<postedBy><![CDATA[Eric Nielsen]]></postedBy>
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			<title><![CDATA[Re: What&apos;s the Best Way to Learn]]></title>
			<description><![CDATA[K., so we should just post various bits of knowledge and hope that they will be of use to someone? Forum could get pretty massive. Perhaps I&apos;ll just cut &amp;amp; paste the &quot;Six Sigma for Dummies&quot; book content....that may just help someone.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4287</link>
			<pubDate>Sat, 26 Apr 2008 20:16:11 GMT</pubDate>
			<postedBy><![CDATA[Brandon]]></postedBy>
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			<title><![CDATA[Re: What&apos;s the Best Way to Learn]]></title>
			<description><![CDATA[Brandon,
Maybe it isn&apos;t still relevant for the original poster, but someone new to SS might search the forum and find his answer a help.
Is it really necessary to be trying to preclude people from sharing knowledge?
K.Stringer]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4286</link>
			<pubDate>Sat, 26 Apr 2008 05:01:04 GMT</pubDate>
			<postedBy><![CDATA[K.Stringer]]></postedBy>
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		<item>
			<title><![CDATA[Re: What&apos;s the Best Way to Learn]]></title>
			<description><![CDATA[Ramesh, you are commenting 5 years later. Do you really think it is still an issue?]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4285</link>
			<pubDate>Fri, 25 Apr 2008 20:24:16 GMT</pubDate>
			<postedBy><![CDATA[Brandon]]></postedBy>
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		<item>
			<title><![CDATA[Re: DPMO Calculation for a Six Sigma for Imroving Dr]]></title>
			<description><![CDATA[Thanks Ramesh,But i&apos;m still facing a problem. the actual scenario is as follows. 
We are having many field defects in our projects. the projects are tested internally as well. The organization&apos;s business goal is to achieve 90% overall DRE. 
Ive counted the field defects across all projects delivered during our sample duration. that Become our Defects. 1 Project is considered as 1 unit.
so if we take the number of oppurtunies in a project , they can be too many e.g. every LOC can have a defect. on the other hand if we take the occurence of one or more fied defects in a project as an opprtunity, then they become very less and we get negative sigma level. 
the problem is How many oppurtunities per unit will be there. 
Regarding CTQ&apos;s, they are, Internal defects and Delayed delivery. 
Please help ]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4284</link>
			<pubDate>Fri, 25 Apr 2008 16:43:52 GMT</pubDate>
			<postedBy><![CDATA[Ravi S Pandey]]></postedBy>
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		<item>
			<title><![CDATA[Re: DPMO Calculation for a Six Sigma for Imroving Dre]]></title>
			<description><![CDATA[Hi Ravi,
The no. of defect opp depends on the total no. of CTQs in your improvement project. for ex. if there are 20 requirements related to your DRE improvement projects, there are 20 defect opp.
hope this clarifies query.
Regards,
Ramesh]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4283</link>
			<pubDate>Fri, 25 Apr 2008 14:47:03 GMT</pubDate>
			<postedBy><![CDATA[Ramesh]]></postedBy>
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		<item>
			<title><![CDATA[Re: What&apos;s the Best Way to Learn]]></title>
			<description><![CDATA[Pl. try to categorize the project into two with respect to the process availability so that you can do it in DMAIC / DMADV approach. in case of DMAIC, identify the customer requirements for that particular process, you may look at the critical CTQ, map the process, measure the current performance &amp;amp; look for the causes thro&apos; detailed data analysis&amp;nbsp; / Cause and Effect relationship....you may use various tools / techniques to come up with the solution and finally put some appropriate control measures (control plan / control charts etc / error proofing etc).
for DMADV, you may use QFD, FMEA, etc&amp;nbsp;Pugh matrix to select / optimize the solutions in the life cycle...]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4282</link>
			<pubDate>Fri, 25 Apr 2008 14:42:31 GMT</pubDate>
			<postedBy><![CDATA[Ramesh]]></postedBy>
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		<item>
			<title><![CDATA[DPMO calculation for a Six Sigma for Imroving DRE]]></title>
			<description><![CDATA[Hi All,Can someone help me out on this. 
I am in a Software development organization &amp; doing a project aimed at improving the DRE(Defect Removal Efficiency) measure of my organization. But in the measure phase i&apos;m having trouble defining the number of opportunities when i&apos;m taking a Software project as one unit. ]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4281</link>
			<pubDate>Thu, 24 Apr 2008 13:07:02 GMT</pubDate>
			<postedBy><![CDATA[Ravi S Pandey]]></postedBy>
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			<title><![CDATA[Re: Aligning Is and Process Design]]></title>
			<description><![CDATA[There are no IT projects.&amp;nbsp; There are only business projects, some of which have significant information technology components.&amp;nbsp; My clients who understand this have business analyst positions.&amp;nbsp; These analysts may be assigned as liasion to specific business units or process areas.&amp;nbsp; They may have matrix reporting.&amp;nbsp; What works best seems to be reporting directly to the business with liasion reponsibility to IT.
The problems you describe are symptomatic of not understanding the need for&amp;nbsp;nor properly staffing and empowering&amp;nbsp;business analysts.&amp;nbsp; This may be a radical change for your organization and it won&apos;t happen unless your CIO understands the concept and has a seat at the table with your business leaders.
I encourage you to look into ITIL (IT Infrastructure Library) which has a lot to say about this critical subject.&amp;nbsp; Search for &quot;ITIL Business Allignment Best Practices&quot; and you will find&amp;nbsp;a wealth of&amp;nbsp;references which&amp;nbsp;should help you to make your case.]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4280</link>
			<pubDate>Thu, 24 Apr 2008 07:12:39 GMT</pubDate>
			<postedBy><![CDATA[Don Strayer]]></postedBy>
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			<title><![CDATA[Re: Six Sigma Implimented in *just* a Software QA Dept]]></title>
			<description><![CDATA[This link to the five essentials for six sigma software testing may be helpful:
http://software.isixsigma.com/library/content/c060215b.asp]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4278</link>
			<pubDate>Wed, 23 Apr 2008 17:24:44 GMT</pubDate>
			<postedBy><![CDATA[BA_QA_Lead]]></postedBy>
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			<title><![CDATA[Re: Six Sigma Implimented in *just* a Software QA Dept]]></title>
			<description><![CDATA[I am currently doing the same type of SS project for our QA team. We are looking at why defect leak through our QA process and we are also looking at why we say some test fail, when in fact they did not. These 2 problems cause waste for our field service team by dealing with defects we should have caught and waste for our development team dealing with defects that are truly defects.
&amp;nbsp;
I started by looking at the number of defects reported on our software product by our field techs and determined which defects fell within the scope of our testing. Some of the defects reported by the field had nothing to do with the product. Once I had this data I calculated the Cost of Quality (CoQ), number of defect times the cost of a site visit. If you want to get Managements by in on SS, show them how much money the can save if they reduce the number of defects coming out of QA and development!
&amp;nbsp;
I also did a CoQ for the number of false issues escalated to Dev. &amp;nbsp;This shows the how much potential productivity that can be saved by reducing waste of investigating false reports.
&amp;nbsp;
I also created an IPO of the SQA Factory, with the inputs being the raw materials that are supplied to SQA (requirements, software deliverables, etc) and a single output, the product we deliver to our customers, test results. There are 2 “flavors” Pass or Fail. This sets a picture for the SQA team to think about how their factory produces test results. WE then met and put together a flow of the process and held a brainstorming session to look at the cause and effect. We took the top 8 probable cause and ranked them. We found that Experience, Time and Date driven release were the top 3. We are now looking at how we measure these.
&amp;nbsp;
Please feel free to email me if you have any questions. I would like to know how you are doing with your project.
&amp;nbsp;
Tim Tanner
Tim.tanner@diebold.com]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4277</link>
			<pubDate>Wed, 23 Apr 2008 17:23:48 GMT</pubDate>
			<postedBy><![CDATA[TimT]]></postedBy>
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			<title><![CDATA[Aligning Is and Process Design]]></title>
			<description><![CDATA[My company implemented a new business system in December 2007.&amp;nbsp; The implementation has been a compelte disaster for several reasons which are:
1.&amp;nbsp; Processes and procedures were not well defines prior to the new system being implemented
2.&amp;nbsp; Users are reverted back to &quot;old system&quot; practices that do not translate in the new system.
3.&amp;nbsp; IS is completely lacking expertise in the new system and consistently provides wrong solutions to system problems.
I have suggested to my boss that an alliance between IS and Business Process design needs to be forged as the lack of processes is impacting the use of our system.&amp;nbsp;&amp;nbsp; Does anyone know of documentation/case studies that discuss merging IS/BP efforts?]]></description>
			<link>http://software.isixsigma.com/forum/showmessage.asp?messageID=4276</link>
			<pubDate>Wed, 23 Apr 2008 17:18:48 GMT</pubDate>
			<postedBy><![CDATA[Sean]]></postedBy>
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