|Quality management in software enterprises…|
The main topic of the conference focused on how to develop quality management process as well as some criteria and popular software development models such as CMMi, ISO 9001:2000 presented by experienced experts from leading software enterprises like FCG Vietnam, GSC, TMS, PSD, FPT Software and New Millennium.
“A majority of this kind of enterprise has small size and focuses on domestic market”, said Mr. Hong. According to a survey carried out by Carnegie Mellon University, up to March 2007, Vietnam had only 10 software enterprise using the model for evaluating CMM/ CMMi (Capability Maturity Model/ Integration) software production capacity.
Mr. Hong, however, rest assured that it is not imperative for small-sized to develop Quality management system. They can learn from experience and then apply flexibly into current production process to improve and upgrade their own product quality.
According to him, in order to successfully develop a quality management system, each enterprise needs, first of all, a leadership principle comprehensive with the outlook and long-term business objective. Besides that, an enterprise should know how to balance inner factors (internal capacity ) and outer ones (customers). He emphasized: “Working process must transparency and so do quality. In order to attract customers’ attention, a software enterprise should guarantee for both products and services”.
From the same view point, Mr. Ngo Van Toan (GCS Enterprise) added that an efficient quality management system should have the application and transfer from the top leaders of the company . “To GCS, quality management is an independent system and GSC only applies the main features of rational Unified Process. With the model that GCS is applying, capacity is the key factor and training plays a very important role”, said Mr. Toan.
Mr. Do Van Ngoc (FCG Vietnam) said that the key factor which helped FCG Vietnam reached CMMi level 5 in Jan-2005 ( focused on CMMi Initiative since 2001) was the comprehensive spirit from board of directors to all staff and the most important point was that the company had applied the available software production processes.
Mr. Ngoc told that on average, FCGV reached one-rank higher of CMMi for the period of 10 months. With the quality management FCG Vietnam is using, this is an open-structure in order to adapt with many different criteria and quality management models and a precious experience drawn from applying CMMi is that there is a need to maintain the awareness of Board of Directors. Along with that, FCG itself also develops software and tools to manage the current quality management system.