In corporate IT shops around the world today, executives are looking at performance more than ever. After all, economies are rocky, business volumes are down, and budgets are tightening. As a result, technology shops are forced to demonstrate an ability to implement business solutions effectively and efficiently.
Many executives realize that one way to enhance performance is by implementing a formal quality management program - one that is designed to promote consistency and repeatability. Research has proven that organizations that utilize such programs generally outperform those shops that do not.
That said, choosing the correct program can be a difficult task as there are a variety of choices. By far the most recognized programs though, are the ISO 9001:2000, CMMI, ITIL, and Six Sigma. However, even when narrowed down to these top four choices, there still is some degree of mystery. For example, what might it take to adopt these programs? How do these programs differ? What if the wrong choice is made? However, when it comes to ISO, CMMI, ITIL, and Six Sigma, the mystery is not as thick as it may at first seem. In fact, the true picture of how these programs nurture IT productivity makes the adoption of these programs well worth the effort.
ISO 9001:2000
Developed by the International Standards Organization, 9001:2000 is referred to as a generic quality standard - as it can be readily applied to any environment that builds products. The standard describes the scope and purpose of what ISO refers to as the Quality Management System. Through this QMS, an organization governs its work. A typical QMS will contain policies and practices that impact how an organization’s production mechanism runs. Also, it is helpful to recognize ISO 9001:2000 as a ‘social’ standard – or one that ensures that people at all company levels know what their QMS is - and what part of the QMS they are responsible for.
The 9001 contains five core components, and the first of these components, in the Quality Management System section, describes the physical characteristics of the QMS – and how the QMS needs to be structured, maintained, and made available. Another section, Management Responsibility, describes the senior management’s relationship to the QMS – or how they should actively own, promote, and commit to the long term growth of QMS. The Resources section describes the types of operational resources – people, facilities, and tools – that need to be in place for the system’s proper use. The fourth section, Product and Service Provisioning, describes the requirements for how a product (or service) should be designed, produced, and controlled. Lastly, the section, Measurement, Analysis & Improvement, sets out the requirements that determine how the QMS should be maintained, monitored, and improved.
Due to the fact that 9001 is a generic standard, the requirements present a great deal of flexibility to the adopter. This flexibility is essential to its effective use, and an organization should shape its 9001 program to the needs of its business practices.
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