Organizational Challenges of a DFTS Deployment

Software quality problems are not unique or unusual. This is despite design and intellectual predominance of software development processes and, to be sure, these must be taken into account in a DFTS deployment. However, much can be gained by adapting quality system best practices from manufacturing and hardware to software development environments. This is a basic precept of DFTS technology and is emphasized throughout this book. What is crucial for a successful deployment is to recognize that a DFTS initiative requires major changes in how organizations typically go about their software development process. The challenge is to understand the change process and lead it proactively to achieve both the short- and long-term objectives of the DFTS initiative.

The underlying causes of failure of quality initiatives such as Six Sigma, BPR, and TQM are just as pertinent to a DFTS initiative. There is much to learn from the implementation experiences of these interventions since the 1980s, when TQM and subsequently BPR and Six Sigma were introduced in corporations worldwide. But benchmarking best practices is insufficient (see Edgar H. Schein's article cited in the "Internet Exercises" section). The organizational preparedness and cultural fit are equally crucial. One lesson is clear: All successful quality initiatives are invariably led by CEOs. CEOs understand the business value of these initiatives, communicate them earnestly across their organizations to secure understanding and commitment, and provide necessary training and resources throughout the process. The role of the CEO and the senior management team cannot be overemphasized. As Deming said, "Either management does it, or it does not happen."

Before embarking on the DFTS process, an organization should assess its preparedness to make sure that it is indeed ready for a robust deployment. Even organizations with a formidable quality culture will do well to carry out such an appraisal. We discuss organizational preparedness later in this chapter and more fully in Chapter 20.