Software Defects – Symptom or Problem

All software has defects and perfection would be difficult and expensive to achieve.  Some defects are recurring and some are undetected for many years.  It is important to understand that software defects are symptoms of other problems such as process deficiencies or inadequate management or oversight.   Defects may also be the acceptable result of risk mitigation and cost management decisions.  In other words, management made a choice to limit testing and allow for the possibility of defects. 

Identifying and fixing defects is difficult, disruptive, and expensive.  Preventing defects is much more cost effective.  In order to prevent defects, we need to anticipate them and implement processes and management techniques to prevent them.  How do we do this?

1. Obtain agreement on the definition and types of defects.  Examples: If code is confusing and inefficient but it provides the desired capability, is it defective?  ITIL refers to “Fitness for Purpose” and “Fitness for Use”.  The ISO 9126 software quality standards provide additional criteria. 
2. For each defect type, determine the likelihood of defects and the expected impacts.
3. Identify preventative mechanisms for each type of defect which include code review and testing
4. Track defects and the reason the defect occurred and communicate the information to participants so they can learn to anticipate and prevent defects
5. Define rules for developing applications that are specific to each type of technology.  This will improve standardization and avoid high-risk development techniques.

Motivation, Productivity, and Change Management

Motivation, Productivity, and Change Management are very closely linked. Proper motivation can increase productivity. Attempts to increase productivity can decrease motivation. Change Management can significantly impact productivity and motivation. There must be a balance. Here are some suggestions:

1. Define the meaining of productivity based on organizational goals. Productivity must be measurable and objective

2. Job responsibilities, career growth, and rewards must be defined in a way that directly or indirectly supports the goals of the organization. This increases motivatation and productivity.

3. Organizations should establish a culture of change where changes are both scheduled, expected, and managed. In other words, when Change should be the norm it is expected and there is less resistance. Acceptance of change should be rewarded which increases motivation and productivity.

4. Morale affects productivity, motivation, and Change acceptance. Sports teams undersand the importance of morale in achieving goals. Too many employers and managers are unconcerned with morale.

Application Portfolio Management Tool Cpabilities

There is growing discussion about Application Portfolio Management but there aren’t many supporting tools.  In order to effectively manage Application Portfolios, the following information should be tracked.

- Profile information about each application including purpose, business owner, support team, technology, interfaces, etc.

- Supported business processes and business benefits

- Schedule information

- Component inventory and relationships

- Financial information (Cost to develop/enhance, cost to support, cost to operate)

- Business priority and disaster recovery priority

- Security/confidentiality and types of data

- Long-term strategy and justification (operate, repair, replace, retire)

- Maintenance requirements (e.g. table maintenance)

- Library locations