Software Development in an ISO 9000 company

ISO 9001:2008 standard defines requirements for a process-oriented Quality Management System. This means that desired results are achieved more efficiently when the related resources and activities, together with encompassing customer needs and satisfaction, are managed as a process. Quality Management System is specified in a Quality Manual document featuring a three-tier structure, which consists of Quality Processes (including Quality Policies), Quality Procedures and Work Instructions.

The problem is that Work Instructions are sometimes too bureaucratic. A good example of that approach is Tricker’s book on ISO 9000. According to it, a Work Instruction takes about 16 pages. Half of them contains purely administrative data (document data sheet, distribution list, amendments, list of annexes etc.). That makes the whole Quality Management System documentation superfluously thick.

Another drawback of Tricker’s approach is form-orientation: Work Instructions focus on how to fill-in the forms used by the Quality Procedures. What we propose is to make Work Instructions shorter (some elements can be omitted, some, e.g. terminology, can be put together and placed in one section). Moreover, Work Instructions should describe practices specific for a given methodology of

software development.

In our opinion, quality organization needs two things: general Quality Management System operating on a high abstraction level and a Thesaurus (knowledge database), which should materialize company’s knowledge. In the thesaurus templates of e.g. Quality Plans, historical data concerning past projects etc can be deposited. This information will be indispensable during planning and improving software processes.

The clauses of ISO 9001:2008 can be split into two parts. One part describes the general Quality Management System (chapters 4, 5, and 6) while the other part specifies requirements for a methodology to be adopted by an ISO-9000 company (chapters 7 and 8 of ISO 9001:2008). In the remaining part of the paper we will focus on requirements imposed by chapters 7 and 8 of the ISO 9001:2008.

ISO 9001:2008 standard defines requirements for a process-oriented Quality Management System. This means that desired results are achieved more efficiently when the related resources and activities, together with encompassing customer needs and satisfaction, are managed as a process. Quality Management System isspecified in a Quality Manual document featuring a three-tier structure, which consists of Quality Processes (including Quality Policies), Quality Proceduresand Work Instructions. The problem is that Work Instructions are sometimes too bureaucratic. A good example of that approach is Tricker’s book on ISO 9000. According to it, a Work Instruction takes about 16 pages. Half of them contains purelyadministrative data (document data sheet, distribution list, amendments, list of annexes etc.). That makes the whole Quality Management System documentation superfluously thick.

Another drawback of Tricker’s approach is form-orientation: Work Instructions focus on how to fill-in the forms used by the Quality Procedures. What we propose is to make Work Instructions shorter (some elements can be omitted,some, e.g. terminology, can be put together and placed in one section). Moreover,Work Instructions should describe practices specific for a given methodology ofsoftware development.In our opinion, quality organization needs two things: general Quality Management System operating on a high abstraction level and a Thesaurus (knowledgedatabase), which should materialize company’s knowledge. In the thesaurustemplates of e.g. Quality Plans, historical data concerning past projects etc can be deposited. This information will be indispensable during planning and improving software processes. The clauses of ISO 9001:2008 can be split into two parts. One part describes the general Quality Management System (chapters 4, 5, and 6) while the other part specifies requirements for a methodology to be adopted by an ISO-9000 company (chapters 7 and 8 of ISO 9001:2008). In the remaining part of the paper we will focus on requirements imposed by chapters 7 and 8 of the ISO9001:2008.

Why Implement ISO 14001 Environmental Management System?

All business, regardless of size and activity, has some impact on the environment. An Environment Management System (EMS) is a tool that allows a company identify and address their particular environmental impacts.

Environmental issues should not be considered in isolation to other management issues. By adopting an EMS a company is making a commitment to incorporate environmental issues into existing management systems.

Environmental management is based on the concept of continuous improvement in environmental performance over time. An EMS will continuously change as a company changes, for example as a business expands and takes on new staff. The EMS must also take account of external factors, such as changes in environmental legislation, technology, and market competition.

Ultimately the aim of the environmental management approach adopted by a company is to prevent or minimise the environmental impacts of operations, while retaining competitiveness. Environmental management is more than simply managing environmental impacts after they are created. Effective environmental management should aim to prevent or minimise the environmental impacts in the first place.

All companies are under increasing pressure to ensure the proper management of the environmental impacts of their activities. Small businesses are subject to increasingly stringent environmental legislation, reflecting the increasing importance of environmental issues in political debate. Customers, suppliers, staff and the general public increasingly demand a commitment from business to better manage the environmental impacts of their activities.

Benefits of an EMS include:

- Cost savings from reduced raw material and resource consumption, e.g. better management of your energy and water needs and consumption.

- Reduced waste collection, treatment and disposal costs.

- Compliance with legal obligations.

- Reduced risk and liability associated with poor environmental performance.

- Improved relationships with key stake holders e.g. customers, suppliers, staff, regulatory authorities and local communities.