Design for Trustworthy Software: Tools, Techniques, and Methodology of Developing Robust Software

2017-07-07 02:10:07

The first ten steps of DFTS represent various planning activities. They constitute both the "software" of the implementation process, such as creating awareness and securing commitment, and its "hardware", such as designing a supportive organizational structure and communication and reward systems. These collectively constitute an organization's infrastructure and management practices. Table 21.1 describes the planning process and its deliverables.

Table 21.1. DFTS Planning Activities and Their Deliverables
Step Number	Step Name	Deliverables
1	Creating management awareness and buy-in	Understanding the DFTS process Management buy-in DFTS Steering CommitteeAppraisal of existing quality capabilities Outline plan and budget
2	Communicating top management's commitment	Communication strategy and plan
3	Recognizing pitfalls	Understanding potential pitfalls Identifying implementation strategies and support systems
4	Laying philosophical foundations for a quality-focused enterprise	Awareness of current shortcomings Understanding the need to changeStrengthening the quality culture
5	Building the organizational infrastructure	Understanding current shortcomings Identifying remedial measures
6	Understanding the roles and responsibilities of the key players	Creating a quality-supportive environment Understanding roles and expectations
7	Designing a supportive organizational structure	Creating a customer-, process-, and network-based structure
8	Establishing an effective communication system	Plan for robust internal and external communication
9	Creating an appropriate reward system	DFTS-supportive reward system
10	Establishing a CoSQ reporting system	Providing visibility of cost and causes of poor quality Identifying opportunities for improvement Providing a common language for communicating the consequences of poor quality

As stated in Chapter 5, the ten planning activities are critical elements of the DFTS deployment process. They reinforce the initial launching of the initiative, help integrate it into the organization, and build foundations for continuous improvement. Strong management systems and practices are crucial to a successful implementation. GE and Toyota have a history of excellent management systems and practices that have helped them immensely in their various quality initiatives (see Case Studies 20.1 and 20.2). GE's sound management systems, such as Work-Out™, Operating System™, and Change Acceleration Program (CAP™), as well as its performance culture based on speed, simplicity, self confidence, and worker empowerment, have been instrumental in its enormously successful Six Sigma initiatives. Organizations should learn and adapt best practices rather than trying to copy them. We cannot overemphasize the need for the CEO and top management to work together to strengthen the organization's quality culture, infrastructure, and management practices before implementing the DFTS initiative. These issues are discussed at length in Chapter 5.

Table 21.1. DFTS Planning Activities and Their Deliverables

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