Purpose:
Select products and product components t be validated and validation methods to be used.
Objective:
Quantitatively manage the project’s defined process to achieve the established quality objectives for the product being developed.
Description:
Products and product components are selected for validation based on their relationship to end user needs. For each product component, the scope of the validation (e.g., operational behavior, maintenance, training, user interface) should be determined. Examples of products and product components that can be validated include the following:
- Product and product component requirements and designs
- Product and product components (e.g., system, hardware units, software, service
documentation) - User interfaces
- User manuals
- Training materials
- Process documentation
Access protocols - Data interchange reporting formats
The requirements and constraints for performing validation are collected. Then, validation methods are selected based on their ability to demonstrate that end user needs are satisfied. The validation methods not only define the approach to product validation, but also drive the needs for the facilities, equipment, and environments. The validation approach and needs can result in the generation of lower level product component requirements that are handled by the requirements development processes. Derived requirements, such as interface requirements to test sets and test equipment, can be generated. These requirements are also passed to the requirements development processes to ensure that the product or product components can be validated in an environment that supports the methods.
Validation methods should be selected early in the life of the project so they are clearly understood and agreed to by relevant stakeholders. Validation methods address the development, maintenance, support, and training for the product or product component as appropriate.
Examples of validation methods include the following:
- Discussions with end users, perhaps in the context of a formal review
- Prototype demonstrations
- Functional demonstrations (e.g., system, hardware units, software, service documentation, user interfaces)
- Pilots of training materials
- Tests of products and product components by end users and other relevant stakeholders
- Incremental delivery of working and potentially acceptable product
- Analyses of product and product components (e.g., simulations, modeling, user
analyses)
Hardware validation activities include modeling to validate form, fit, and function of mechanical designs; thermal modeling; maintainability and reliability analysis; timeline demonstrations; and electrical design simulations of electronic or mechanical product components.
Inputs:
- Project Charter baseline has been communicated
- Project Manager is trained on the processes and Statistical Process Control (SPC) techniques
- Process Performance Management Plan contains the process performance objectives
- Process Performance Model based on the past data is established and is approved for usage in the IO organization.
Outputs:
- Documented Product Quality Plan shall be integrated into Project Plan before reviewing the Project Plan..
- Project quantitative goals set as per process performance capabilities
Controls:
- Product Quality Plan
- Statistical Process Control Guidelines
- Process Performance Process
Task Instructions:
Set Project Performance Objectives
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Derive Objectives for Life Cycle Phases
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Identify Sub-Processes for Performance Objectives
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Review and Understand Current Process Performance Capabilities
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Project Manager needs to review the quality and process performance objectives that will influence the objectives for the project. The QA Analyst and IO SEPG Manager need to support the Project Manager in identifying applicable objectives. These shall include:
- Process performance objectives as defined in Standard Metrics Specifications, these are binding for all projects
- Specific objectives as identified by Stakeholders
- Specific objectives identified by Users, Customer
- Specific objectives as identified for the Supplier. These may be defined as part of the contract or agreement.
- Overall delivery objectives of the project
Project Manager needs to resolve any conflicting objectives amongst these and prioritize the objectives, as applicable for the project. The IO SEPG Manager and QA Analyst need to support the Project Manager in identifying and deriving objectives from the Process Performance Management Plan and set appropriate priorities for the objectives.
The Project Manager shall identify the type of reviews for work products as per the Peer Review Process. The types of testing and test strategy shall be documented in the Product Quality Plan as per the Test Planning Process.
Set Project Performance Objectives
The Project Manager needs to identify the quality and process performance objectives for the project.
The process performance objectives, as given in the Process Performance Management Plan, need to be used as a minimum set of objectives by all projects. Projects, at a minimum, need to ensure to strive for and achieve the defined process performance objectives. Any dilution to these objectives shall require an explicit approval by the IO SEPG Manager and the PIO/CIO.
Other process performance objectives need to be derived based on the actual Process Performance baselines available at the IO level or at project level. Statistically stable processes need to be selected for setting process performance objectives. The past performance data may be extrapolated, using the applicable process modeling, to predict the future performance. The actual objectives set for the project shall be in alignment with the predicted performance, unless some aspect of the process is changed to influence its performance.
The PMO Manager needs to ensure that the current Process Performance baselines and Process Performance Models are available on the PMO home page.
Derive Objectives for Life Cycle Phases
The Project Manager shall derive objectives for the life cycle phases of the project depending on the project type. Refer to the Process Performance Management Plan to identify the related metrics and baselines that influence the final metric whose objective is being monitored. E.g., to achieve a lower than 20% requirements volatility, the change in requirements can be monitored at each tollgate and the processes related to deriving System Requirements from Business Requirements can be controlled.
For the processes that influence the outcome, refer to Process Performance baselines and set interim objectives for process performance at each applicable life cycle phase. These shall be documented in the Product Quality Plan.
Identify Sub-Processes for Performance Objectives
Out of the influencing processes for an identified objective, the Project Manager shall select the sub-process that is statistically stable. Unless the process is stable, its performance cannot be predicted using statistical models and, hence, quantitative planning and management may not be accurate.
If the sub-process capability as indicated in Process Performance baselines does not meet the expected process performance objectives, the project’s Risk Management Plan shall be updated to reflect this and tracked using the Risk Management Process.
Identify Statistical Methods
The Project Manager shall identify the statistical methods and analysis techniques that could be used for studying the actual process performance.
The methods and analysis techniques shall be determined based on the data sample size, past performance and stability of the data. The actual methods and techniques could be determined after actual data has been collected, especially where historic data and baselines are not available.
Identify Process Performance Objectives
For the selected stable processes, the Project Manager shall identify the attribute that can be statistically managed using the Process Performance baselines. If there are multiple candidates available for statistical management, additional entries shall be made in the Product Quality Plan, as appropriate.
Review and Understand Current Process Performance Capabilities
The Project Manager shall review the IO specific Process Performance baselines to understand the performance capabilities of the sub-processes that are selected for the project to verify that the project is able to achieve the objectives as set by the IO specific Process Performance baselines and IO’s process performance objectives.
The sub-processes selected should be able to meet or improve upon the performance expected. If the capability as indicated in Process Performance baselines cannot meet the expected performance, Project Manager shall update the Risk Management Plan to reflect the risk and to implement mitigation plans.
