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Lecture 2 19-2
This document discusses consultants, contracts, and quality in three sections. It describes what consultants do, where they work, why they are used, and the differences between consultants and contractors. It also outlines the stages of a typical consultant assignment. The second section covers contract law, the importance of contract management, and what should be included in a contract. The third section discusses the current focus on quality, methods like total quality management and ISO 9001 standards, and approaches to software quality management.
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Lecture 2 19-2
- 1. CONSULTANTS What? Where? Why?Who? Consultants vs Contractors Stages of an assignment CONTRACTS Contract Law Contract management Contract purpose/coverage QUALITY Why the concern for quality? Methods/techniques Quality management/TickIT CONSULTANTS, CONTRACTS AND QUALITY
- 2. WHAT DO CONSULTANTSDO? The Institute of Management Consultants defines consultancy as: “the service provided to business, public and other undertakings by an independent and qualified person or persons in identifying and investigating problems concerned with policy, organization, procedure and methods, recommending appropriate action, and helping to implement those recommendations” Normally involves provision of specialist expertise, impartial advice and help in the analysis and solution of problems Occasionally involves software development, implementation and training
- 3. WHERE DO THEYWORK? WHY ARE THEY USED? Most areas of IT and most organization types, mainly: strategy and planning feasibility studies/ system audits legal and contractual matters staff selection requirements analysis design equipment/software selection
- 4. •To provide temporaryassistance •To provide objectivity and independence •To handle a difficult political situation •To initiate change •To meet an expertise gap •To deal with new technology •To educate/train users and development staff (Consultants often act as project managers in a new area to help to build a team) WHERE DO THEY WORK? WHY ARE THEY USED? (Continued)
- 5. WHO ARE THEY? Severaltypes self-employed groupings of “associates” employees of (large) consultancy organizations employees providing consultancy services within an organization People with high level of interpersonal skill consensus building education and attitude change facilitation change management
- 6. CONSULTANTS vs CONTRACTORS CONSULTANTS •Assignments more open-ended • Operate at a higher level, often alone • Tend to drive the assignment • Softer (people-oriented) problems • Assignment oriented (i.e often short timescale) • Deliverable usually a report
- 7. CONTRACTORS •Well-defined tasks toperform •Usually within a team of permanent staff •Tend to be given specific tasks to do •Harder (technical) problems •Usually 6-, 12- or 18- month contract •Deliverable usually software CONSULTANTS vs CONTRACTORS(Continued)
- 8. STAGES OF ANASSIGNMENT 1 Starting the assignment initial contact clarification of tasks, timings and fees shared understanding Terms of Reference crucial document, guides the whole activity define objectives, deliverables and metrics set out framework within which work to be done define timescales, personnel, other resources must be clear, comprehensive and agreed before proceeding Planning develop a plan, schedule activities and resources
- 9. STAGES OF ANASSIGNMENT 2 Investigation and diagnosis focus on environment, technology, people, objectives and methods use analytical techniques such as question boxes, charts, grids, checklists, SWOT analysis, CBA analysis differentiate symptoms from causes Developing proposals/recommendations check with client as assignment progresses there should be no surprises nor should the recommendations be simply what the client wants to hear test any proposals for practicality and measure against metrics
- 10. A SWOT analysis (alternativelySWOT Matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportun ities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective
- 11. STAGES OF ANASSIGNMENT 3 Preparing the report write clearly and intelligibly write to persuade Making a presentation formal with evaluation Concluding the assignment agree any follow-up make self available assist with implementation
- 12. CONTRACT LAW There aretwo main types of contract - for goods and for services Sale of Goods Act 1979 requires that “the goods supplied ... are of satisfactory quality”, “free from minor defects”, and “fit for purpose” Supply of Goods and Services Act 1982 requires “reasonable skill and care” to be exercised in services Unfair Contract Terms Act 1977 prevents such obligations from being limited or excluded in the small print of a contract, except on the grounds of fairness and reasonableness The courts have held that, if an organization capable of looking after itself signs to accept the terms of a contract, this would be considered fair and reasonable
- 13. CONTRACT MANAGEMENT When youpurchase a product, you can usually check its quality (and are protected by the Sale of Goods Act) When you deal with consultants/software developers, it is usually to acquire a service which is non-standard, and whose requirements will evolve. A carefully drafted and negotiated contract is an essential safeguard The contracting cycle should cover: supplier evaluation and selection request for proposals bid submission and evaluation (including negotiation) contract writing Then the contract needs to be managed - regular contact, regular reviews, up-to-date reports, register of key events
- 14. CONTRACT PURPOSE The contractshould: define the scope of the relationship manage the relationship enable effective termination of the relationship anticipate and manage problems This involves: all tasks/requirements being identified in advance as far as possible roles and responsibilities being defined and understood a realistic timescale specific project milestones
- 15. CONTRACT CONTENTS (oftenin two parts) LEGALASPECTS, INCLUDING definition of contracting parties, including addresses process for specifying deliverables, change control licences, ownership of intellectual property access to information, confidentiality and liability process for resolving disputes, termination negotiation of changes/amendments penalties, rights and remedies terms and conditions
- 16. SPECIFICATION OF DELIVERABLES/SERVICE LEVELS,INCL. obligations of the parties project management, milestones and delivery dates acceptance testing CONTRACT CONTENTS (often in two parts) (Continued)
- 17. WHY THE CURRENTCONCERN FOR QUALITY? Legal requirement/costs of litigation for contractual failure Pressures of competition Expectations of customers Costs of poor quality - headlines “Wessex Health wastes £10 million” “London Ambulance System fails” “DSS computers paying more benefit than entitlement” Quality cannot be added at the end of a process; it must be there from the beginning
- 18. TOTAL QUALITY MANAGEMENT(TQM) Total Quality Management (TQM) is a concept for improving efficiency and effectiveness throughout an organisation It requires a total commitment to a quality culture from management and employees at all levels It aims to prevent/reduce failures by every job being carried out “right first time, every time” It gives more control to the individual and making him/her accountable for his/her own performance It embraces continuous improvement through teamwork, quality circles, empowerment and employee participation This quality culture needs standards and procedures within which the company will operate; BS EN ISO 9001 provides one set of standards and procedures
- 19. BS EN ISO9001 STANDARD This title covers the national (formerly BS 5750), European (formerly EN 29000), and international (formerly ISO 9000) standards Provides a set of standards for a Quality Management System (QMS), based on the specification of procedures and criteria to ensure that products and services meet customer requirements Covers how to establish, document and maintain an effective QMS Demonstrates to customers how quality needs are supplied Provides independent measure of company’s QMS through a certification process, involving regular inspections
- 20. REQUIREMENTS OF AQUALITY MANAGEMENT SYSTEM (QMS) Objectives are clearly articulated There are documented procedures for: regular review of contract/plan design control documentation and change control product identification and traceability inspection, measuring and testing identification of non-conformance corrective action quality audits and records
- 21. Staff are trained Individualstake responsibility REQUIREMENTS OF A QUALITY MANAGEMENT SYSTEM (QMS) Continued
- 22. Reliability Usability Maintainability Efficiency Portability Security Flexibility Conformance to specification ZeroDefects SOFTWARE QUALITY MANAGEMENT (SQM) Targets
- 23. Metrics for eachphase Centralised responsibility for quality (project librarian?) Method Detailed planning before development starts, with checkpoints and deliverables Use of development change control procedures Design reviews to highlight and resolve technical issues Progress reviews at formal milestones to ensure adequate planning and resources Design traceable to specification and requirements Test plan, specifications and records to be kept SOFTWARE QUALITY MANAGEMENT (SQM) (Continued)
- 24. TickIT TickIT is ascheme aimed to: encourage software companies to achieve ISO9000 certify this through independent assessment monitor the quality management system through visits allow the company to display the TickIT logo BCS has produced a Guidance Manual, which covers: introduction to ISO9000 and necessary documentation an interpretation of ISO9000 for the software industry guidance on what you can expect from a TickIT supplier guidance for suppliers on implementation guidance for auditors on the assessment process, costs, and benefits