Knowledge management in projects is decisive for their sustainable future, with fluidity in communication being the guarantor of its validity. Also in software projects. For this reason, working to cement a Culture of quality software based on solid common principles offers the best expectations about the results obtained.
When we talk about changing the Software Quality Culture, we seek that in the new work model, people embrace the changes, assume the objectives, and understand their new role. Therefore, it is essential to pamper the Communication and Training strategy, the dissemination of knowledge and good practices adopted, as well as sharing the measures of progress, recognition and continuous improvement.
In our holistic view of creating software,
Software Quality Assurance (SQA)
es a question of Culture, Processes and Tools.
Software manufacturing has changed. It is evolving from software creation processes based on sequential life cycle models towards agile life cycles in which there is a rapid, iterative and incremental presentation of the finished product, with numerous direct benefits for the project and for the end user. Undoubtedly, Changes in Culture produce greater advances in the organization than changes only in Processes or Tools. Attentive to the nuance, we are talking about changes in the organization, something serious.
Our work teams respect and enhance the Software Quality Assurance (SQA) processes, with a special focus on improving traceability between requirements, tests and anomalies detected along with involving by disseminating results such as the current situation, problems or obstacles encountered.
We emphasize in our testing processes the vocation to clearly report the results obtained in the different testing cycles. Based on the information available on tests or detected anomalies, we broadcast the status of the software at any time during the different stages of execution of the tests through monitoring boards and we consolidate it at the level of control panels.
Automating tests of parts of the core ("core") of the application allows to optimize times and reduce the test windows. This way we can concentrate the effort of manual execution in the tests of new functionality and download critical functionality regression in automation available.
In general, from the high level of the Project Management Offices… Services, Processes, Productivity or Testing (xMO), advances in aspects such as shared taxonomies (requirements, operations, service levels, software quality, etc.), Centralized, coordinated and common knowledge repositories and processes o information radiators and homogeneous metrics they mitigate perceived communication problems and produce the most consistent benefits over time.
In this sense, abounding in the accelerated transformation of our environment, we want to review the contributions that Digital Transformation puts at our service in terms of Collaboration, Bidirectional Monitoring, Omnichannel and Web Services. On Panel Sistemas we understand that a Sustainable transformation requires SVDM ("Status - Visibility - Daily - Management") and we invite you to take it into future consideration as levers of transformation:
- S - Status: Status of the activity flow.
- V - Visibility: All members visualize the process and can approve feedback (follow-up).
- D - Daily: Sequential view of relevant events. Possibility of "Push" notifications. Each process (board) constitutes a channel.
- M - Management: Automatic generation of dashboards. Unattended data capture. Multichannel publication with subscription by interest.
If, unfortunately, you feel that you are at risk of losing -the- Knowledge with each iteration of your software construction process, I encourage you to discover our proposal for intelligent software creation:
Software quality culture
is to provide VALUE with
profitable and thinking about