A few days ago, I have a speech of Tang Jun 1 on the "Successful Software Enterprise Business Model and Culture". At the meeting, he talked about the company's current company's current software profit (a certain size) company up to 5. This conclusion deeply shocked me. Is there a loss in China? Why is it lost? I think, a software project extension, exceeding the budget, the quality is the cause of loss, and the most fundamental is not technical, but management issues. Quality management is also very important.
From theory, quality management should belong to part of project management. We don't separate project management and quality management during the actual operation. Some project managers believe that "increasing quality means cost higher, delayed", this is a one-sided point of view. In most cases, quality and progress are not contradictions and family, but can coordinate and unify. For example, mobile network management maintenance projects have completed a maintenance requirement of approximately 20 people. It takes 0.5 people in the design and coding stage, and the test stage has spent 6.5 people more than the plan. This indicates that the quality is not only progress in advance, but also reduces costs. In some special circumstances, such as a small scale, the demand varies faster, the progress is tight, and we can take more flexible, agile development, but these ways should be performed without affecting product quality.
However, reality is often more complicated, and there may be a case where quality and progress is opposed. In this case, the balance between quality, progress and cost should be sought based on the company's business goals. How to find a balance point? Due to the different balance points, there are different balance points due to the differences between quality interests (including company, departmental manager, project manager, employee, employee, customer, etc.) to quality interest (including short-term interests and long-term interests), causing quality Dispute and conflict. In order to coordinate this contradiction between the project, the biggest right to rights (generally the company) should play a key role. On the one hand, we must solve the problem of differences in quality concepts, and it is best to learn from top-down education. Why do you need to bottom? Experience tells us that the company's leaders learn quality management methods to use the correct quality management program to have stronger execution, in order to choose a qualified quality personnel to see the more obvious quality improvement effect can form a benign cycle. On the other hand, authorizing relevant personnel to supervise, control the balance point to move to the optimal position. Under normal circumstances, the company's quality administrator should take this responsibility, but the leaders need to grant them accordingly. In the enterprise, liability and rights are proportional. If the status of the quality administrator is not enough, then it will inevitably lead to uncomfortable product quality.
From another level, the quality administrator should have a dual role. Their job is not only supervision and control, but more importantly, service. Objects include companies, leaders, developers, customers, etc. He should collect, count, analyze data, provide projects to leaders and customers, improve the transparency of the project, and leave experience data for the company. He should explain quality concepts, process requirements, templates, and tools to developers. In addition, good quality administrators should also take various methods to improve product quality, improve work efficiency, reduce costs, such as introducing new tools, using new methods, improve process, and establish knowledge bases. Since the service is facing a customer (internal customer and external customer), the quality of the service should be evaluated by customer satisfaction. Therefore, quality administrators should reflect their own service quality, often to understand the situation to leaders, developers, ask their needs, analyze successful experiences and failures, and adjust their working methods in time.
Supervisors and servers, seeming to two unconfibentable characters, actually a unity. Supervision and services are common in quality management and can be transformed into a balance. This balance is also an art, it needs to be adjusted according to the culture of the company. In an atmosphere, high-tech, innovative capabilities, quality administrators should tend to serve the role; in one strong discipline, low-tech, rules and regulations, quality administrators should tend to supervise roles. In general, no matter which company, quality administrators should have two functions of supervision and service. This requires quality administrators to exchange their roles at work, while often jumping out of projects, departments, and now, standing in a wider, longevity position to implement quality management work. Overall, to solve the problem of quality management, it is important to find two balance points: one is based on the cost and quality of the project according to the business goal; one is based on corporate culture to find quality management The balance between the supervisory and serving two characters. Grasping these two balances help companies improve continuous profitability. 1 Tang Jun, currently the president of Microsoft (China) Co., Ltd. (when writing this article, now join grand)
