{"id":885,"date":"2013-06-25T22:58:17","date_gmt":"2013-06-25T15:58:17","guid":{"rendered":"http:\/\/science-technology.vn\/?p=885"},"modified":"2013-06-25T22:58:17","modified_gmt":"2013-06-25T15:58:17","slug":"cmmi-31","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=885","title":{"rendered":"CMMI-31"},"content":{"rendered":"

H\u1ecfi: Th\u1ea7y c\u00f3 th\u1ec3 \u0111\u1ecbnh ngh\u0129a Tr\u1eafc nghi\u1ec7m – Verification v\u00e0 Ki\u1ec3m nghi\u1ec7m – Validation v\u00e0 vai tr\u00f2 c\u1ee7a SQA trong nh\u1eefng ho\u1ea1t \u0111\u1ed9ng n\u00e0y?<\/span><\/p>\n

\u0110\u00e1p: B\u1ea3ng t\u1eeb chu\u1ea9n c\u00e1c thu\u1eadt ng\u1eef v\u1ec1 K\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m c\u1ee7a Vi\u1ec7n c\u00e1c k\u0129 s\u01b0 \u0111i\u1ec7n v\u00e0 \u0111i\u1ec7n t\u1eed – Institute of Electrical and Electronics Engineers (IEEE) \u0111\u1ecbnh ngh\u0129a tr\u1eafc nghi\u1ec7m v\u00e0 ki\u1ec3m nghi\u1ec7m l\u00e0 nh\u01b0 sau: Tr\u1eafc nghi\u1ec7m l\u00e0 qui tr\u00ecnh \u0111\u00e1nh gi\u00e1 m\u1ed9t h\u1ec7 th\u1ed1ng hay c\u1ea5u ph\u1ea7n \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh li\u1ec7u s\u1ea3n ph\u1ea9m c\u1ee7a pha ph\u00e1t tri\u1ec3n \u0111ang x\u00e9t c\u00f3 tho\u1ea3 m\u00e3n c\u00e1c \u0111i\u1ec1u ki\u1ec7n \u0111\u01b0\u1ee3c \u00e1p \u0111\u1eb7t t\u1ea1i l\u00fac b\u1eaft \u0111\u1ea7u c\u1ee7a pha \u0111\u00f3 kh\u00f4ng. Ki\u1ec3m nghi\u1ec7m \u0111\u01b0\u1ee3c \u0111\u1ecbnh ngh\u0129a l\u00e0 qui tr\u00ecnh \u0111\u00e1nh gi\u00e1 m\u1ed9t h\u1ec7 th\u1ed1ng hay c\u1ea5u ph\u1ea7n trong hay cu\u1ed1i qui tr\u00ecnh ph\u00e1t tri\u1ec3n \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh li\u1ec7u n\u00f3 c\u00f3 tho\u1ea3 c\u00e1c y\u00eau c\u1ea7u \u0111\u00e3 x\u00e1c \u0111\u1ecbnh hay kh\u00f4ng. Tr\u1eafc nghi\u1ec7m h\u1ecfi “Ch\u00fang ta \u0111\u00e3 x\u00e2y d\u1ef1ng h\u1ec7 th\u1ed1ng m\u1ed9t c\u00e1ch \u0111\u00fang \u0111\u1eafn ch\u01b0a?” c\u00f2n ki\u1ec3m nghi\u1ec7m h\u1ecfi “Ch\u00fang ta \u0111\u00e3 x\u00e2y d\u1ef1ng \u0111\u00fang h\u1ec7 th\u1ed1ng ch\u01b0a?”<\/p>\n

\u0110\u1ec3 \u0111\u1ea3m b\u1ea3o ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 tr\u00e1nh thi\u00ean l\u1ec7ch n\u00e0o \u0111\u00f3, nhi\u1ec1u c\u00f4ng ti y\u00eau c\u1ea7u nh\u1eefng ho\u1ea1t \u0111\u1ed9ng n\u00e0y c\u1ea7n \u0111\u01b0\u1ee3c ti\u1ebfn h\u00e0nh b\u1edfi “b\u00ean th\u1ee9 ba \u0111\u1ed9c l\u1eadp\u201d thay v\u00ec ng\u01b0\u1eddi \u0111ang l\u00e0m vi\u1ec7c trong d\u1ef1 \u00e1n. IEEE x\u00e1c \u0111\u1ecbnh t\u00ednh \u0111\u1ed9c l\u1eadp trong ba mi\u1ec1n: \u0111\u1ed9c l\u1eadp k\u0129 thu\u1eadt, \u0111\u1ed9c l\u1eadp qu\u1ea3n l\u00ed, v\u00e0 \u0111\u1ed9c l\u1eadp t\u00e0i ch\u00ednh. Ng\u01b0\u1eddi SQA, ng\u01b0\u1eddi kh\u00f4ng tham gia v\u00e0o ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m \u0111\u1ea1t t\u1edbi \u0111\u1ed9c l\u1eadp k\u0129 thu\u1eadt. Do \u0111\u00f3 ng\u01b0\u1eddi SQA d\u00f9ng tri th\u1ee9c chuy\u00ean gia c\u1ee7a h\u1ecd \u0111\u1ec3 \u0111\u00e1nh gi\u00e1 c\u00e1c qui tr\u00ecnh v\u00e0 s\u1ea3n ph\u1ea9m ph\u1ea3i KH\u00d4NG l\u00e0m vi\u1ec7c trong d\u1ef1 \u00e1n hay b\u00e1o c\u00e1o cho ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n. \u0110\u1ed9c l\u1eadp qu\u1ea3n l\u00ed y\u00eau c\u1ea7u \u0111\u00e1p \u1ee9ng cho n\u1ed7 l\u1ef1c n\u00e0y c\u1ea7n \u0111\u01b0\u1ee3c ti\u1ebfn h\u00e0nh b\u1edfi m\u1ed9t t\u1ed5 ch\u1ee9c t\u00e1ch bi\u1ec7t v\u1edbi t\u1ed5 ch\u1ee9c ph\u1ea7n m\u1ec1m do \u0111\u00f3 t\u1ed5 ch\u1ee9c SQA ph\u1ea3i KH\u00d4NG l\u00e0 m\u1ed9t ph\u1ea7n c\u1ee7a t\u1ed5 ch\u1ee9c ph\u1ea7n m\u1ec1m. T\u1ed5 ch\u1ee9c SQA l\u1ef1a c\u00e1c c\u1ea5u ph\u1ea7n c\u1ee7a ph\u1ea7n m\u1ec1m m\u00e0 h\u1ecd mu\u1ed1n ki\u1ec3m th\u1eed, ch\u1ecdn c\u00e1c k\u0129 thu\u1eadt ki\u1ec3m th\u1eed, l\u1eadp l\u1ecbch bi\u1ec3u, v\u00e0 l\u1ef1a c\u00e1c v\u1ea5n \u0111\u1ec1 v\u00e0 t\u00e0i li\u1ec7u k\u0129 thu\u1eadt ri\u00eang \u0111\u1ec3 ki\u1ec3m \u0111i\u1ec3m t\u01b0\u01a1ng \u1ee9ng theo c\u00e1c qui tr\u00ecnh v\u00e0 th\u1ee7 t\u1ee5c SQA \u0111\u00e3 x\u00e1c \u0111\u1ecbnh. \u0110\u1ed9c l\u1eadp t\u00e0i ch\u00ednh l\u00e0 kh\u00f3 b\u1edfi v\u00ec ph\u1ea7n l\u1edbn c\u00f4ng vi\u1ec7c c\u1ee7a d\u1ef1 \u00e1n, k\u1ec3 c\u1ea3 SQA, th\u01b0\u1eddng \u0111\u01b0\u1ee3c c\u00f4ng ti t\u00e0i tr\u1ee3 tr\u1ef1c ti\u1ebfp. \u0110\u1ec3 \u0111\u00e1p \u1ee9ng y\u00eau c\u1ea7u n\u00e0y, c\u00f4ng ti ph\u1ea3i t\u00e1ch vi\u1ec7c t\u00e0i tr\u1ee3 cho SQA kh\u1ecfi t\u00e0i tr\u1ee3 c\u1ea5p cho d\u1ef1 \u00e1n \u0111\u1ec3 tr\u00e1nh xung \u0111\u1ed9t. Kh\u00f4ng c\u00f3 vi\u1ec7c t\u00e1ch r\u1eddi t\u00e0i tr\u1ee3, ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n c\u00f3 th\u1ec3 lo\u1ea1i b\u1ecf vi\u1ec7c c\u1ea5p ng\u00e2n qu\u0129 cho SQA n\u1ebfu h\u1ecd kh\u00f4ng \u0111\u01b0\u1ee3c tho\u1ea3 m\u00e3n v\u1edbi c\u00f4ng vi\u1ec7c c\u1ee7a SQA hay kh\u00f4ng \u0111\u1ed3ng \u00fd v\u1edbi nh\u1eefng ph\u00e1t hi\u1ec7n c\u1ee7a nh\u00f3m n\u00e0y.<\/p>\n

\u0110\u1ec3 \u0111\u1ea3m b\u1ea3o r\u1eb1ng tr\u1eafc nghi\u1ec7m v\u00e0 ki\u1ec3m nghi\u1ec7m \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n \u0111\u00fang, b\u01b0\u1edbc \u0111\u1ea7u ti\u00ean l\u00e0 ban h\u00e0nh ch\u00ednh s\u00e1ch v\u1ec1 SQA l\u00e0 ng\u01b0\u1eddi c\u00f3 th\u1ea9m quy\u1ec1n trong ki\u1ec3m \u0111i\u1ec3m d\u1ef1 \u00e1n v\u00e0 b\u00e1o c\u00e1o cho c\u1ea5u tr\u00fac qu\u1ea3n l\u00ed kh\u00e1c. B\u01b0\u1edbc ti\u1ebfp l\u00e0 ph\u00e1t tri\u1ec3n c\u00e1c qui tr\u00ecnh v\u00e0 th\u1ee7 t\u1ee5c SQA \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh r\u00f5 r\u00e0ng vai tr\u00f2, tr\u00e1ch nhi\u1ec7m v\u00e0 th\u1ea9m quy\u1ec1n c\u1ee7a SQA v\u00e0 c\u00e1ch h\u1ecd ti\u1ebfn h\u00e0nh c\u00f4ng vi\u1ec7c c\u1ee7a m\u00ecnh. B\u01b0\u1edbc cu\u1ed1i c\u00f9ng l\u00e0 l\u1ef1a nh\u1eefng ng\u01b0\u1eddi ph\u1ea7n m\u1ec1m c\u00f3 kinh nghi\u1ec7m v\u00e0 hu\u1ea5n luy\u1ec7n h\u1ecd th\u1ef1c hi\u1ec7n c\u00f4ng vi\u1ec7c SQ. \u0110\u00e2y l\u00e0 ph\u1ea7n gian nan nh\u1ea5t theo m\u1ed9t s\u1ed1 kh\u00eda c\u1ea1nh, b\u1edfi v\u00ec ph\u1ea7n l\u1edbn nh\u1eefng ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n kh\u00f4ng mu\u1ed1n m\u1ea5t ng\u01b0\u1eddi ph\u1ea7n m\u1ec1m c\u00f3 kinh nghi\u1ec7m cho n\u00ean nhi\u1ec1u c\u00f4ng ti thu\u00ea sinh vi\u00ean m\u1edbi t\u1ed1t nghi\u1ec7p l\u00e0m vi\u1ec7c nh\u01b0 SQA. \u0110\u00e2y l\u00e0 sai l\u1ea7m ch\u00ednh, kh\u00f4ng c\u00f3 kinh nghi\u1ec7m, SQA s\u1ebd kh\u00f4ng \u0111\u01b0\u1ee3c k\u00ednh tr\u1ecdng v\u00e0 KH\u00d4NG th\u1ec3 l\u00e0m vi\u1ec7c t\u1ed1t \u0111\u01b0\u1ee3c. SQA KH\u00d4NG ph\u1ea3i l\u00e0 ngh\u1ec1 \u201ch\u1ecdc trong c\u00f4ng vi\u1ec7c\u201d nh\u01b0ng y\u00eau c\u1ea7u c\u00e0n c\u00f3 nhi\u1ec1u n\u0103m ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m \u0111\u1ec3 cho h\u1ecd hi\u1ec7u qu\u1ea3. S\u1ef1 ki\u1ec7n kh\u00e1c l\u00e0 nhi\u1ec1u ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m \u01b0a th\u00edch l\u00e0m vi\u1ec7c v\u1edbi d\u1ef1 \u00e1n ch\u1ee9 kh\u00f4ng l\u00e0m ki\u1ec3m \u0111i\u1ec3m c\u00f4ng vi\u1ec7c c\u1ee7a ai \u0111\u00f3 cho n\u00ean c\u0169ng kh\u00f3 t\u00ecm ra ng\u01b0\u1eddi t\u1ed1t c\u00f3 kinh nghi\u1ec7m \u0111\u1ec3 l\u00e0m vi\u1ec7c n\u00e0y. Kh\u00f4ng c\u00f3 SQA hi\u1ec7u qu\u1ea3, nhi\u1ec1u ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m b\u1ecf qua v\u1ea5n \u0111\u1ec1 SQA, kh\u00f4ng tu\u00e2n theo qui tr\u00ecnh \u0111\u00e3 x\u00e1c \u0111\u1ecbnh, kh\u00f4ng ki\u1ec3m th\u1eed c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd m\u1ed9t c\u00e1ch c\u1ea9n th\u1eadn n\u00ean ch\u1ea5t l\u01b0\u1ee3ng b\u1ecb \u1ea3nh h\u01b0\u1edfng. Kh\u00f4ng c\u00f3 t\u1ed5 ch\u1ee9c SQA hi\u1ec7u qu\u1ea3, nhi\u1ec1u vai tr\u00f2 SQA tho\u00e1i ho\u00e1 th\u00e0nh vi\u1ec7c v\u00f4 d\u1ee5ng v\u1eadn h\u00e0nh trong ch\u00e2n kh\u00f4ng tr\u1ed1ng r\u1ed7ng m\u00e0 ch\u1eb3ng ai quan t\u00e2m. Kh\u00f4ng c\u00f3 c\u01a1 s\u1edf cho \u0111\u00e1nh gi\u00e1 c\u00f4ng vi\u1ec7c ph\u00e1t tri\u1ec3n, m\u1ecdi th\u1ee9 tr\u1edf th\u00e0nh v\u1ea5n \u0111\u1ec1 \u00fd ki\u1ebfn ch\u1ee9 kh\u00f4ng ph\u1ea3i l\u00e0 \u0111\u00e1nh gi\u00e1 ch\u1ea5t l\u01b0\u1ee3ng th\u1ef1c.<\/p>\n

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H\u1ecfi: T\u1ea1i sao c\u1ea3i ti\u1ebfn ph\u1ea7n m\u1ec1m n\u1ebfu doanh nghi\u1ec7p kh\u00f4ng l\u00e0m ph\u1ea7n m\u1ec1m m\u00e0 l\u00e0m ch\u1ebf t\u1ea1o hay ng\u00e2n h\u00e0ng?<\/p>\n

\u0110\u00e1p: T\u00f4i mu\u1ed1n l\u01b0u \u00fd b\u1ea1n r\u1eb1ng b\u1ea5t k\u1ec3 vi\u1ec7c b\u1ea1n \u0111ang \u1edf trong doanh nghi\u1ec7p n\u00e0o, b\u1ea1n g\u1ea7n nh\u01b0 ch\u1eafc ch\u1eafn ph\u1ea3i d\u00f9ng ph\u1ea7n m\u1ec1m trong m\u1ecdi ph\u1ea7n c\u00f4ng vi\u1ec7c h\u00e0ng ng\u00e0y c\u1ee7a m\u00ecnh. Ph\u1ea7n m\u1ec1m gi\u1ea3i quy\u1ebft chuy\u1ec7n tr\u1ea3 l\u01b0\u01a1ng, l\u00e0m ho\u00e1 \u0111\u01a1n, b\u00e1n h\u00e0ng, ch\u1ebf t\u1ea1o, \u0111i\u1ec1u khi\u1ec3n s\u1ea3n xu\u1ea5t, qu\u1ea3n l\u00ed kho v.v. Ph\u1ea7n m\u1ec1m c\u00f3 th\u1ec3 t\u00e1c \u0111\u1ed9ng t\u1edbi doanh nghi\u1ec7p theo nhi\u1ec1u c\u00e1ch v\u00ec ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a d\u1ecbch v\u1ee5 c\u1ee7a doanh nghi\u1ec7p ph\u1ee5 thu\u1ed9c ph\u1ea7n l\u1edbn v\u00e0o ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a ph\u1ea7n m\u1ec1m h\u1ed7 tr\u1ee3 ch\u00fang. Ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a ph\u1ea7n m\u1ec1m t\u1ea1o ra kh\u00e1c bi\u1ec7t gi\u1eefa li\u1ec7u b\u1ea1n \u0111i \u0111\u1ea7u hay \u0111i sau \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh c\u1ee7a m\u00ecnh. C\u00f3 th\u1ec3 v\u1ea5n \u0111\u1ec1 ph\u1ea7n m\u1ec1m \u0111\u00e3 l\u00e0 \u0111i\u1ec1u phi\u1ec1n nhi\u1ec5u cho b\u1ea1n nh\u01b0 m\u00e1y t\u00ednh h\u1ecfng hay l\u1ed7i ph\u1ea7n m\u1ec1m, nh\u01b0ng trong doanh nghi\u1ec7p ng\u00e0y nay, vi\u1ec7c b\u1ecf qua v\u1ea5n \u0111\u1ec1 ph\u1ea7n m\u1ec1m c\u00f3 th\u1ec3 g\u00e2y h\u1ea1i nghi\u00eam tr\u1ecdng cho doanh nghi\u1ec7p. N\u1ebfu ph\u1ea7n m\u1ec1m ch\u1eadm, s\u1ea3n ph\u1ea9m s\u1ebd ch\u1eadm th\u00ec b\u1ea1n c\u00f3 th\u1ec3 m\u1ea5t doanh nghi\u1ec7p. Trong th\u1eddi k\u00ec g\u0103ng n\u00e0y, b\u1ea1n kh\u00f4ng c\u00f3 c\u01a1 h\u1ed9i th\u1ee9 hai \u0111\u1ec3 tranh bi\u1ec7n v\u1ec1 ph\u1ea7n m\u1ec1m hay doanh nghi\u1ec7p. B\u1ea1n ph\u1ea3i l\u00e0m vi\u1ec7c c\u1ea7n c\u00f9 v\u00e0 l\u00e0m vi\u1ec7c c\u1ee7a m\u00ecnh cho \u0111\u00fang ngay l\u1ea7n \u0111\u1ea7u ti\u00ean v\u00ec c\u00f3 th\u1ec3 kh\u00f4ng c\u00f3 l\u1ea7n th\u1ee9 hai. B\u1ea1n ph\u1ea3i d\u1eebng l\u1ecbch bi\u1ec3u n\u0103ng n\u1ed5 kh\u00f4ng hi\u1ec7n th\u1ef1c; d\u1eebng thay \u0111\u1ed5i y\u00eau c\u1ea7u r\u1ed3i tr\u00f4ng \u0111\u1ee3i s\u1ea3n ph\u1ea9m ho\u00e0n h\u1ea3o. D\u00f9 c\u00f4ng ti b\u1ea1n \u0111ang l\u00e0m kinh doanh n\u00e0o c\u0169ng kh\u00f4ng th\u00e0nh v\u1ea5n \u0111\u1ec1, b\u1ea1n ph\u1ea3i d\u1ef1a v\u00e0o ph\u1ea7n m\u1ec1m cho n\u00ean c\u1ea3i ti\u1ebfn ph\u1ea7n m\u1ec1m l\u00e0 c\u1ea3i ti\u1ebfn doanh nghi\u1ec7p. Ph\u1ea7n m\u1ec1m \u0111\u01b0\u1ee3c t\u00edch h\u1ee3p \u0111\u1ea7y \u0111\u1ee7 trong nhi\u1ec1u doanh nghi\u1ec7p th\u1ebf v\u00e0 b\u1ea1n kh\u00f4ng th\u1ec3 b\u1ecf qua n\u00f3 \u0111\u01b0\u1ee3c.<\/p>\n

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H\u1ecfi: T\u1ea1i sao c\u00e1c c\u00f4ng ti kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m? C\u00e1i g\u00ec l\u00e0 xu h\u01b0\u1edbng g\u00ec trong v\u00e0i n\u0103m t\u1edbi? Ai s\u1ebd l\u00e0 s\u1ed1 m\u1ed9t trong ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m?<\/p>\n

\u0110\u00e1p: Nhi\u1ec1u c\u00f4ng ti \u0111ang kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m b\u1edfi v\u00ec chi ph\u00ed c\u1ee7a h\u1ecd \u00edt h\u01a1n nhi\u1ec1n so v\u1edbi \u1edf M\u0129 hay ch\u00e2u \u00c2u. Ng\u01b0\u1eddi l\u1eadp tr\u00ecnh t\u1eeb \u1ea4n \u0110\u1ed9, Philippine, Trung Qu\u1ed1c v\u00e0 c\u00e1c n\u01a1i kh\u00e1c c\u1ee7a ch\u00e2u \u00c1 v\u1ec1 c\u0103n b\u1ea3n ki\u1ebfm ti\u1ec1n \u00edt h\u01a1n nhi\u1ec1u so v\u1edbi ng\u01b0\u1eddi l\u1eadp tr\u00ecnh M\u0129 hay ch\u00e2u \u00c2u. Tuy nhi\u00ean, trong d\u00e0i h\u1ea1n t\u00f4i m\u1ea1nh m\u1ebd tin t\u01b0\u1edfng ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 n\u0103ng su\u1ea5t s\u1ebd l\u00e0 nh\u00e2n t\u1ed1 ch\u00ednh \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh n\u01a1i ph\u1ea7n m\u1ec1m s\u1ebd \u0111\u01b0\u1ee3c ph\u00e1t tri\u1ec3n. Ph\u1ea7n m\u1ec1m l\u00e0 kinh doanh r\u1ea5t l\u1edbn v\u00e0 gi\u1ed1ng nh\u01b0 b\u1ea5t k\u00ec kinh doanh n\u00e0o, chi ph\u00ed l\u00e0 m\u1ed9t nh\u00e2n t\u1ed1 nh\u01b0ng kh\u00f4ng l\u00e0 nh\u00e2n t\u1ed1 duy nh\u1ea5t.\u00a0 T\u1ea1i th\u1eddi \u0111i\u00eam n\u00e0y kh\u00f3 m\u00e0 d\u1ef1 \u0111o\u00e1n \u0111\u01b0\u1ee3c t\u01b0\u01a1ng lai b\u1edfi v\u00ec c\u00f4ng ngh\u1ec7 ph\u1ea7n m\u1ec1m thay \u0111\u1ed5i r\u1ea5t nhanh nh\u01b0ng d\u1ef1a tr\u00ean nghi\u00ean c\u1ee9u c\u1ee7a t\u00f4i, hai n\u01b0\u1edbc c\u00f3 c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m h\u1ee9a h\u1eb9n nh\u1ea5t l\u00e0 Nh\u1eadt B\u1ea3n v\u00e0 \u1ea4n \u0110\u1ed9 nh\u01b0ng v\u1eabn c\u00f2n ph\u1ea3i xem h\u1ecd s\u1ebd c\u00f3 t\u00e1c \u0111\u1ed9ng n\u00e0o l\u00ean ng\u00e0nh c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m to\u00e0n c\u1ea7u.<\/p>\n

Ng\u01b0\u1eddi Nh\u1eadt B\u1ea3n n\u1ed5i ti\u1ebfng l\u00e0 \u201c\u00fd th\u1ee9c ch\u1ea5t l\u01b0\u1ee3ng\u201d v\u00e0 c\u00f3 th\u1ec3 chuy\u1ec3n giao ph\u1ea7n m\u1ec1m v\u1edbi \u00edt l\u1ed7i h\u01a1n nhi\u1ec1u so v\u1edbi ph\u1ea7n m\u1ec1m M\u0129. Nhi\u1ec1u nghi\u00ean c\u1ee9u \u0111\u00e3 ch\u1ec9 ra r\u1eb1ng c\u00e1c th\u1ef1c h\u00e0nh ph\u1ea7n m\u1ec1m Nh\u1eadt B\u1ea3n l\u00e0 cao h\u01a1n th\u1ef1c h\u00e0nh c\u1ee7a M\u0129 theo nhi\u1ec1u c\u00e1ch. M\u1ed9t nghi\u00ean c\u1ee9u nh\u01b0 th\u1ebf v\u1ec1 52 ph\u1ea7n m\u1ec1m ch\u00ednh s\u1ea3n xu\u1ea5t \u1edf Nh\u1eadt B\u1ea3n v\u00e0 M\u0129, k\u1ec3 c\u1ea3 NTT, Mitsubishi, Fujitsu, NEC, Hitachi, Digital Equipment Corporation, IBM v\u00e0 nh\u1eefng c\u00f4ng ti kh\u00e1c, \u0111\u00e3 k\u1ebft lu\u1eadn r\u1eb1ng c\u00e1c c\u00f4ng ti Nh\u1eadt B\u1ea3n c\u00f3 t\u1ec9 l\u1ec7 d\u00f9ng l\u1ea1i ph\u1ea7n m\u1ec1m l\u00e0 34.8% trong khi c\u00e1c c\u00f4ng ti \u1edf M\u0129 c\u00f3 t\u1ec9 l\u1ec7 d\u00f9ng l\u1ea1i l\u00e0 15.4%. B\u00ean c\u1ea1nh \u0111\u00f3, th\u00e1i \u0111\u1ed9 c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed Nh\u1eadt B\u1ea3n v\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed M\u0129 l\u00e0 r\u1ea5t kh\u00e1c nhau. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed Nh\u1eadt B\u1ea3n coi ch\u1ea5t l\u01b0\u1ee3ng l\u00e0 nh\u00e2n t\u1ed1 quan tr\u1ecdng nh\u1ea5t trong khi ng\u01b0\u1eddi qu\u1ea3n l\u00ed M\u0129 v\u1eabn coi chi ph\u00ed l\u00e0 nh\u00e2n t\u1ed1 quan tr\u1ecdng nh\u1ea5t.\u00a0 Tuy nhi\u00ean, trong nhi\u1ec1u n\u0103m ng\u01b0\u1eddi Nh\u1eadt B\u1ea3n \u0111\u00e3 kh\u00f4ng th\u1ec3 chi ph\u1ed1i \u0111\u01b0\u1ee3c th\u1ecb tr\u01b0\u1eddng ph\u1ea7n m\u1ec1m nh\u01b0 h\u1ecd \u0111\u00e3 l\u00e0m v\u1edbi ph\u1ea7n c\u1ee9ng. C\u00f3 nhi\u1ec1u l\u00ed thuy\u1ebft v\u1ec1 t\u1ea1i sao c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m Nh\u1eadt B\u1ea3n ch\u01b0a bao gi\u1edd c\u1ea5t c\u00e1nh nh\u01b0ng t\u00f4i tin \u0111i\u1ec1u \u0111\u00f3 c\u00f3 l\u1ebd l\u00e0 do h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c \u1edf Nh\u1eadt B\u1ea3n n\u01a1i vi\u1ec7c h\u1ecdc ki\u1ec3u nh\u1edb thu\u1ed9c l\u00f2ng v\u00e0 v\u00e2ng l\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao v\u1eabn l\u00e0 truy\u1ec1n th\u1ed1ng ch\u00ednh. Kh\u00f4ng c\u00f3 canh t\u00e2n v\u00e0 s\u1ea3n ph\u1ea9m m\u1edbi, Nh\u1eadt B\u1ea3n v\u1eabn mua nhi\u1ec1u ph\u1ea7n m\u1ec1m t\u1eeb M\u0129 thay v\u00ec xu\u1ea5t kh\u1ea9u sang M\u0129.<\/p>\n

\u1ea4n \u0110\u1ed9 d\u01b0\u1eddng nh\u01b0 l\u00e0 m\u1ed9t \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh ti\u1ec1m n\u0103ng kh\u00e1c v\u1edbi M\u0129 trong ng\u00e0nh c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m. X\u1ea5p x\u1ec9 80% ng\u00e0nh c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m h\u00e0ng t\u1ec9 \u0111\u00f4 la c\u1ee7a \u1ea4n \u0110\u1ed9 h\u1ed9i t\u1ee5 v\u00e0o h\u1ed7 tr\u1ee3 cho doanh nghi\u1ec7p M\u0129. M\u1ed9t s\u1ed1 chuy\u00ean gia ngh\u0129 xu\u1ea5t kh\u1ea9u c\u1ee7a \u1ea4n \u0110\u1ed9 c\u00f3 th\u1ec3 v\u01b0\u1ee3t qu\u00e1 $100 t\u1ec9 v\u00e0o \u0111\u1ea7u n\u0103m 2010. Hai nh\u00e2n t\u1ed1 c\u00f3 th\u1ec3 \u1ea3nh h\u01b0\u1edfng t\u1edbi th\u00e0nh c\u00f4ng c\u1ee7a \u1ea4n \u0110\u1ed9 v\u1ec1 ph\u1ea7n m\u1ec1m l\u00e0: s\u1ef1 h\u1ed7 tr\u1ee3 c\u1ee7a ch\u00ednh ph\u1ee7 \u1ea4n \u0110\u1ed9 trong vi\u1ec7c n\u1edbi l\u1ecfng bi\u1ec3u thu\u1ebf v\u00e0 h\u1ea1n ch\u1ebf v\u00e0 chi ph\u00ed th\u1ea5p c\u1ee7a vi\u1ec7c ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m \u1edf \u1ea4n \u0110\u1ed9. Ng\u01b0\u1eddi l\u1eadp tr\u00ecnh \u1ea4n \u0110\u1ed9 \u0111ang ki\u1ebfm ti\u1ec1n \u00edt h\u01a1n nhi\u1ec1u so v\u1edbi ng\u01b0\u1eddi l\u1eadp tr\u00ecnh M\u0129. Tuy nhi\u00ean, t\u00f4i tin r\u1eb1ng trong d\u00e0i h\u1ea1n, chi ph\u00ed ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m \u1edf \u1ea4n \u0110\u1ed9 s\u1ebd ti\u1ebfp t\u1ee5c t\u0103ng l\u00ean khi nhi\u1ec1u vi\u1ec7c h\u01a1n \u0111\u01b0\u1ee3c kho\u00e1n ngo\u00e0i ra \u0111\u00f3. N\u1ebfu ng\u00e0nh c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m \u1ea4n \u0110\u1ed9 kh\u00f4ng h\u1ed9i t\u1ee5 v\u00e0o c\u1ea3i ti\u1ebfn ch\u1ea5t l\u01b0\u1ee3ng c\u00e1c s\u1ea3n ph\u1ea9m v\u00e0 d\u1ecbch v\u1ee5 c\u1ee7a n\u00f3, m\u00e0 ti\u1ebfp t\u1ee5c d\u1ef1a v\u00e0o lao \u0111\u1ed9ng chi ph\u00ed th\u1ea5p c\u1ee7a m\u00ecnh, \u1ea4n \u0110\u1ed9 c\u00f3 th\u1ec3 kh\u00f4ng c\u00f2n t\u1eadn h\u01b0\u1edfng \u0111\u01b0\u1ee3c v\u1ecb th\u1ebf l\u00e0 nh\u00e0 cung c\u1ea5p ph\u1ea7n m\u1ec1m then ch\u1ed1t cho th\u1ebf gi\u1edbi n\u1eefa.<\/p>\n

T\u00f4i m\u1ea1nh m\u1ebd tin nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o ph\u1ea7n m\u1ec1m trong th\u1eadp k\u1ec9 t\u1edbi s\u1ebd l\u00e0 nh\u1eefng ng\u01b0\u1eddi c\u00f3 th\u1ec3 chuy\u1ec3n giao ph\u1ea7n m\u1ec1m ch\u1ea5t l\u01b0\u1ee3ng cao trong ph\u1ea1m vi chi ph\u00ed tho\u1ea3 \u0111\u00e1ng.<\/p>\n

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H\u1ecfi: T\u1ea1i sao l\u00e3ng ph\u00ed th\u1eddi gian v\u00e0o c\u1ea3i ti\u1ebfn ph\u1ea7n m\u1ec1m khi ch\u00fang ta c\u00f3 th\u1ec3 mua thay v\u00ec l\u00e0m? T\u1ea1i sao l\u00e3ng ph\u00ed th\u1eddi gian v\u00e0o c\u1ea3i ti\u1ebfn th\u1ef1c h\u00e0nh qu\u1ea3n l\u00ed khi ch\u00fang ta c\u00f3 th\u1ec3 kho\u00e1n ngo\u00e0i cho c\u00e1c n\u01b0\u1edbc kh\u00e1c v\u00e0 gi\u1ea3m chi ph\u00ed?<\/p>\n

\u0110\u00e1p: Kh\u00f4ng ph\u1ea3i m\u1ecdi th\u1ee9 ch\u00fang ta c\u1ea7n \u0111\u1ec1u c\u00f3 th\u1ec3 mua \u0111\u01b0\u1ee3c \u1edf th\u1ecb tr\u01b0\u1eddng m\u1edf. N\u1ebfu gi\u1ea3m chi ph\u00ed l\u00e0 quan tr\u1ecdng cho b\u1ea1n th\u00ec c\u1ea3i ti\u1ebfn ph\u1ea7n m\u1ec1m cung c\u1ea5p c\u01a1 h\u1ed9i c\u00f3 \u00fd ngh\u0129a \u0111\u1ec3 gi\u1ea3m chi ph\u00ed v\u00e0 c\u1ea3i ti\u1ebfn ch\u1ea5t l\u01b0\u1ee3ng. Ph\u1ea7n m\u1ec1m l\u00e0 c\u00f4ng ngh\u1ec7 \u0111\u00e1ng ng\u1ea1c nhi\u00ean c\u00f3 chi ph\u00ed ch\u1ebf t\u1ea1o b\u1eb1ng kh\u00f4ng, c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c ph\u00e2n ph\u1ed1i to\u00e0n th\u1ebf gi\u1edbi trong gi\u00e2y ph\u00fat, kh\u00f4ng b\u1ecb tho\u00e1i ho\u00e1, v\u00e0 n\u00f3 l\u00e0 kinh doanh r\u1ea5t l\u1edbn ng\u00e0y nay (ch\u1eb3ng h\u1ea1n c\u1ee9 nh\u00ecn v\u00e0o Microsoft v\u00e0 Google)<\/p>\n

Kh\u00f4ng ph\u1ea3i m\u1ecdi th\u1ee9 ch\u00fang ta c\u00f3 th\u1ec3 l\u00e0m \u0111\u1ec1u c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c kho\u00e1n ngo\u00e0i cho c\u00e1c n\u01b0\u1edbc kh\u00e1c. N\u1ebfu gi\u1ea3m chi ph\u00ed l\u00e0 quan tr\u1ecdng v\u1edbi b\u1ea1n th\u00ec c\u1ea3i ti\u1ebfn th\u1ef1c h\u00e0nh con ng\u01b0\u1eddi cung c\u1ea5p c\u01a1 h\u1ed9i l\u1edbn \u0111\u1ec3 t\u0103ng n\u0103ng su\u1ea5t v\u00e0 gi\u1ea3m chi ph\u00ed. M\u1eb7c d\u1ea7u, c\u00e1ch c\u1ed5 v\u1ec1 thu\u00ea ng\u01b0\u1eddi khi b\u1ea1n c\u1ea7n h\u1ecd v\u00e0 th\u1ea3i ng\u01b0\u1eddi khi b\u1ea1n kh\u00f4ng c\u1ea7n h\u1ecd c\u00f3 th\u1ec3 v\u1eabn c\u00f3 trong t\u00e2m tr\u00ed m\u1ed9t s\u1ed1 c\u1ea5p qu\u1ea3n l\u00ed nh\u01b0ng th\u1ebf gi\u1edbi \u0111\u00e3 thay \u0111\u1ed5i quanh h\u1ecd r\u1ed3i. Ng\u00e0y nay ng\u01b0\u1eddi t\u00e0i gi\u1ecfi nh\u1ea5t xin v\u00e0o c\u00e1c t\u1ed5 ch\u1ee9c m\u00e0 m\u1ecdi ng\u01b0\u1eddi \u0111\u01b0\u1ee3c \u0111\u1ed1i x\u1eed v\u1edbi s\u1ef1 k\u00ednh tr\u1ecdng v\u00ec t\u00e0i c\u1ee7a h\u1ecd. M\u1ecdi ng\u01b0\u1eddi s\u1ebd l\u00e0m vi\u1ec7c \u1edf ch\u1ed7 h\u1ecd \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 cao v\u1ec1 \u0111\u00f3ng g\u00f3p c\u1ee7a h\u1ecd v\u00e0 ch\u1ed7 h\u1ecd \u0111\u01b0\u1ee3c th\u00e1ch th\u1ee9c v\u1ec1 m\u1eb7t k\u0129 thu\u1eadt. N\u1ebfu g\u1ea1t b\u1ecf m\u1ecdi ng\u01b0\u1eddi b\u1eb1ng kho\u00e1n ngo\u00e0i l\u00e0 c\u00e1ch duy nh\u1ea5t \u0111\u1ec3 gi\u1ea3m chi ph\u00ed th\u00ec b\u1ea1n b\u1ecb ch\u01b0ng h\u1eedng \u0111\u1ea5y. C\u00f3 xu h\u01b0\u1edbng m\u1edbi \u0111ang di\u1ec5n ra b\u00e2y gi\u1edd, c\u00e1c c\u00f4ng ti \u0111ang v\u1ee9t b\u1ecf c\u00e1ch th\u1ee9c c\u1ed5 v\u1ec1 \u0111\u1ed1i x\u1eed v\u1edbi m\u1ecdi ng\u01b0\u1eddi nh\u01b0 “h\u00e0ng ho\u00e1” v\u00e0 t\u1ea1o ra c\u00e1ch th\u1ee9c m\u1edbi n\u01a1i h\u1ea5p d\u1eabn v\u00e0 duy tr\u00ec t\u00e0i n\u0103ng l\u00e0 “t\u00e0i s\u1ea3n then ch\u1ed1t” trong th\u1eddi \u0111\u1ea1i s\u1ed1 th\u1ee9c.<\/p>\n

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H\u1ecfi: N\u1ebfu ph\u1ea3i m\u1ea5t nhi\u1ec1u n\u0103m \u0111\u1ec3 \u0111\u1ea1t t\u1edbi c\u00e1c m\u1ee9c CMMI cao v\u00e0 thu \u0111\u01b0\u1ee3c \u00edch l\u1ee3i nh\u01b0 gi\u1ea3m chi ph\u00ed th\u00ec t\u1ea1i sao ch\u00fang ta kh\u00f4ng kho\u00e1n ngo\u00e0i ph\u1ea7n m\u1ec1m, \u0111i\u1ec1u nhanh h\u01a1n v\u00e0 d\u1ec5 h\u01a1n?<\/p>\n

\u0110\u00e1p: Gi\u1ea3m chi ph\u00ed l\u00e0 kh\u00e1i ni\u1ec7m t\u01b0\u01a1ng \u0111\u1ed1i, kh\u00f4ng tuy\u1ec7t \u0111\u1ed1i. V\u00e2ng, c\u1eaft gi\u1ea3m chi ph\u00ed c\u00f3 v\u1ebb d\u1ec5 d\u00e0ng th\u00f4ng qua kho\u00e1n ngo\u00e0i (t\u1ee9c l\u00e0 lao \u0111\u1ed9ng r\u1ebb h\u01a1n) nh\u01b0ng kho\u00e1n ngo\u00e0i ch\u1ec9 c\u00f3 th\u1ec3 hi\u1ec7u qu\u1ea3 khi t\u1ed5 ch\u1ee9c hi\u1ec3u y\u00eau c\u1ea7u ph\u1ea7n m\u1ec1m c\u1ee7a n\u00f3 v\u00e0 c\u00f3 th\u1ec3 qu\u1ea3n l\u00ed c\u00e1c h\u1ee3p \u0111\u1ed3ng th\u1ea7u c\u1ee7a m\u00ecnh cho t\u1ed1t. N\u1ebfu t\u1ed5 ch\u1ee9c g\u1eb7p th\u1eddi k\u00ec kh\u00f3 kh\u0103n trong qu\u1ea3n l\u00ed y\u00eau c\u1ea7u, ki\u1ec3m so\u00e1t thay \u0111\u1ed5i, hay kh\u00f4ng th\u1ec3 qu\u1ea3n l\u00ed \u0111\u01b0\u1ee3c d\u1ef1 \u00e1n ri\u00eang c\u1ee7a m\u00ecnh th\u00ec l\u00e0m sao n\u00f3 qu\u1ea3n l\u00ed \u0111\u01b0\u1ee3c h\u1ee3p \u0111\u1ed3ng ph\u1ee5 \u1edf xa n\u1eeda v\u00f2ng th\u1ebf gi\u1edbi n\u01a1i ng\u00f4n ng\u1eef v\u00e0 v\u0103n ho\u00e1 kh\u00e1c v\u1edbi ch\u00fang ta? Kho\u00e1n ngo\u00e0i y\u00eau c\u1ea7u nh\u1eefng k\u0129 n\u0103ng kh\u00e1 m\u1edbi \u0111\u1ec3 qu\u1ea3n l\u00ed h\u1ee3p \u0111\u1ed3ng ph\u1ee5 m\u00e0 c\u00f3 th\u1ec3 bao g\u1ed3m c\u1ea3 vi\u1ec7c t\u00e1i c\u1ea5u tr\u00fac ch\u00ednh k\u1ebft c\u1ea5u n\u1ec1n hi\u1ec7n c\u00f3 \u0111\u1ec3 kho\u00e1n ngo\u00e0i \u0111\u01b0\u1ee3c hi\u1ec7u qu\u1ea3. T\u00f4i tin kho\u00e1n ngo\u00e0i kh\u00f4ng nhanh h\u01a1n, r\u1ebb h\u01a1n hay d\u1ec5 h\u01a1n vi\u1ec7c ph\u00e1t tri\u1ec3n trong nh\u00e0 v\u00e0 ch\u00fang ta ph\u1ea3i xem x\u00e9t v\u1ea5n \u0111\u1ec1 ti\u1ebft ki\u1ec7m chi ph\u00ed trong kho\u00e1n ngo\u00e0i r\u1ea5t c\u1ea9n th\u1eadn.<\/p>\n

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H\u1ecfi: Ch\u1ea5t l\u01b0\u1ee3ng Six-Sigma l\u00e0 g\u00ec v\u00e0 l\u00e0m sao n\u00f3 c\u00f3 quan h\u1ec7 v\u1edbi CMMI?<\/p>\n

\u0110\u00e1p: Theo \u0111\u1ecbnh ngh\u0129a, \u0111\u1ec3 \u0111\u1ea1t t\u1edbi ch\u1ea5t l\u01b0\u1ee3ng Six Sigma, qui tr\u00ecnh ph\u1ea3i t\u1ea1o ra kh\u00f4ng qu\u00e1 3.4 l\u1ed7i tr\u00ean m\u1ed9t tri\u1ec7u c\u01a1 h\u1ed9i. C\u00f3 nhi\u1ec1u \u201cc\u01b0\u1eddng \u0111i\u1ec7u\u201d v\u1ec1 Six Sigma nh\u01b0ng r\u1ea5t \u00edt t\u1ed5 ch\u1ee9c th\u1ef1c s\u1ef1 \u0111\u1ea1t t\u1edbi lo\u1ea1i ch\u1ea5t l\u01b0\u1ee3ng g\u1ea7n ho\u00e0n h\u1ea3o n\u00e0y. T\u1eeb \u201cSigma\u201d l\u00e0 thu\u1eadt ng\u1eef th\u1ed1ng k\u00ea \u0111o m\u1ed9t qui tr\u00ecnh \u0111\u00e3 n\u00eau l\u1ec7ch bao xa so v\u1edbi \u0111i\u1ec1u ho\u00e0n h\u1ea3o. N\u1ebfu b\u1ea1n c\u00f3 th\u1ec3 \u0111o \u0111\u01b0\u1ee3c bao nhi\u00eau l\u1ed7i b\u1ea1n c\u00f3 trong qui tr\u00ecnh c\u1ee7a m\u00ecnh, th\u00ec b\u1ea1n c\u00f3 th\u1ec3 h\u00ecnh dung ra c\u00e1ch kh\u1eed b\u1ecf ch\u00fang v\u00e0 ti\u1ebfn g\u1ea7n t\u1edbi \u201ckh\u00f4ng l\u1ed7i\u201d nhi\u1ec1u nh\u1ea5t c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c.<\/p>\n

T\u00f4i tin Six Sigma l\u00e0 t\u1ea7m nh\u00ecn m\u00e0 ch\u00fang ta n\u00ean c\u1ed1 g\u1eafng v\u01b0\u01a1n t\u1edbi khi th\u1ef1c hi\u1ec7n CMMI. \u0110\u1ec3 \u0111\u1ea1t t\u1edbi Six Sigma, t\u1ed5 ch\u1ee9c ph\u1ea3i \u0111\u01b0\u1ee3c d\u1eabn l\u00e1i b\u1edfi d\u1eef li\u1ec7u v\u00e0 h\u1ed9i t\u1ee5 v\u00e0o c\u00e1ch \u0111o. Ch\u00eca kho\u00e1 l\u00e0 gi\u1ea3m bi\u1ebfn thi\u00ean qui tr\u00ecnh, \u0111i\u1ec1u r\u1ea5t t\u01b0\u01a1ng t\u1ef1 nh\u01b0 vi\u1ec7c s\u1eafp tr\u1eadt t\u1ef1 c\u1ee7a c\u00e1c m\u1ee9c CMM. Theo kinh nghi\u1ec7m ri\u00eang c\u1ee7a t\u00f4i, t\u1ed5 ch\u1ee9c \u1edf m\u1ee9c 4 th\u1ef1c s\u1ef1 hi\u1ec3u thu\u1ed9c t\u00ednh ch\u1ea5t l\u01b0\u1ee3ng, c\u00f3 th\u1ec3 chuy\u1ec3n giao \u0111i\u1ec1u kh\u00e1ch h\u00e0ng mu\u1ed1n, hi\u1ec3u n\u0103ng l\u1ef1c qui tr\u00ecnh c\u1ee7a h\u1ecd v\u00e0 qu\u1ea3n l\u00ed ch\u00fang theo s\u1ef1 ki\u1ec7n v\u00e0 d\u1eef li\u1ec7u. M\u1ee9c 5 l\u00e0 n\u01a1i vi\u1ec7c t\u1ed1i \u01b0u ho\u00e1 qui tr\u00ecnh xu\u1ea5t hi\u1ec7n \u0111\u1ec3 t\u1ea1o kh\u1ea3 n\u0103ng chuy\u1ec3n giao k\u1ebft qu\u1ea3 Six Sigma.<\/p>\n

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H\u1ecfi: T\u1ea1i sao th\u1ea7y ch\u1ee7 tr\u01b0\u01a1ng c\u1ea3i ti\u1ebfn \u1edf m\u1ee9c t\u1ed5 ch\u1ee9c thay v\u00ec m\u1ee9c c\u00f4ng ti? S\u1ebd d\u1ec5 l\u00e0m n\u00f3 h\u01a1n \u1edf m\u1ee9c cao h\u01a1n kh\u00f4ng?<\/p>\n

\u0110\u00e1p: L\u00e0m sao b\u1ea1n thay \u0111\u1ed5i h\u00e0nh vi c\u1ee7a m\u00ecnh? L\u00e0m sao b\u1ea1n mong \u0111\u1ee3i h\u00e0ng tr\u0103m hay h\u00e0ng ngh\u00ecn ng\u01b0\u1eddi thay \u0111\u1ed5i h\u00e0nh vi c\u1ee7a h\u1ecd? C\u1ea3i ti\u1ebfn bao g\u1ed3m v\u0103n ho\u00e1, h\u00e0nh vi, cam k\u1ebft v\u00e0 nhi\u1ec1u th\u1ee9 n\u1eefa. C\u1ea3i ti\u1ebfn \u0111\u01b0\u1ee3c d\u1eabn l\u00e1i b\u1edfi m\u1ee5c \u0111\u00edch c\u1ee7a t\u1ed5 ch\u1ee9c, mi\u1ec1n, k\u0129 n\u0103ng v\u00e0 kinh nghi\u1ec7m. V\u00ec t\u1eebng t\u1ed5 ch\u1ee9c \u0111\u1ec1u duy nh\u1ea5t trong c\u00e1c \u0111\u1eb7c tr\u01b0ng n\u00e0y, c\u00f3 nhi\u1ec1u c\u00e1ch th\u1ef1c hi\u1ec7n c\u1ea3i ti\u1ebfn. T\u1ed5 ch\u1ee9c c\u00f3 m\u1ee5c \u0111\u00edch c\u1ea3i ti\u1ebfn th\u1eddi gian ra th\u1ecb tr\u01b0\u1eddng c\u00f3 th\u1ec3 l\u1ea5y c\u00e1ch ti\u1ebfp c\u1eadn kh\u00e1c t\u1ed5 ch\u1ee9c c\u00f3 m\u1ee5c \u0111\u00edch s\u1ea3n ph\u1ea9m ph\u1ea7n m\u1ec1m kh\u00f4ng l\u1ed7i. C\u1ea3i ti\u1ebfn c\u0169ng \u0111\u01b0\u1ee3c \u0111\u1ecbnh ngh\u0129a b\u1edfi mi\u1ec1n; m\u00f4i tr\u01b0\u1eddng nh\u00fang n\u01a1i ch\u1ea5t l\u01b0\u1ee3ng l\u00e0 m\u1ea5u ch\u1ed1t c\u00f3 th\u1ec3 ti\u1ebfp c\u1eadn t\u1edbi c\u1ea3i ti\u1ebfn kh\u00e1c v\u1edbi m\u00f4i tr\u01b0\u1eddng Web n\u01a1i t\u1ed1c \u0111\u1ed9 l\u00e0 m\u1ea5u ch\u1ed1t. Kinh nghi\u1ec7m v\u00e0 k\u0129 n\u0103ng c\u0169ng \u0111\u00f3ng vai tr\u00f2 r\u1ea5t quan tr\u1ecdng trong c\u1ea3i ti\u1ebfn qui tr\u00ecnh t\u1ed5 ch\u1ee9c. T\u1ed5 c\u00f3 kinh nghi\u1ec7m cao ti\u1ebfp c\u1eadn t\u1edbi thay \u0111\u1ed5i d\u1ef1a tr\u00ean \u0111i\u1ec1u c\u00f3 t\u00e1c d\u1ee5ng v\u00e0 \u0111i\u1ec1u kh\u00f4ng c\u00f3 t\u00e1c d\u1ee5ng. T\u1ed5 kh\u00f4ng c\u00f3 kinh nghi\u1ec7m c\u00f3 th\u1ec3 d\u1ef1a tr\u00ean ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o k\u0129 thu\u1eadt c\u1ee7a h\u1ecd hay th\u00e0nh vi\u00ean SEPG \u0111\u1ec3 h\u01b0\u1edbng d\u1eabn h\u1ecd.<\/p>\n

\u0110\u1ec3 l\u00e0m c\u1ea3i ti\u1ebfn th\u00e0nh c\u00f4ng, t\u1eebng t\u1ed5 ch\u1ee9c ph\u1ea3i hi\u1ec3u qui tr\u00ecnh, s\u1ea3n ph\u1ea9m, mi\u1ec1n v\u00e0 m\u1ee5c \u0111\u00edch c\u1ee7a m\u00ecnh tr\u01b0\u1edbc khi n\u00f3 c\u00f3 th\u1ec3 l\u1ef1a ch\u1ecdn m\u1ed9t t\u1eadp c\u00e1c th\u1ef1c h\u00e0nh \u0111\u1ec3 c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u1ee7a n\u00f3. Kh\u00f4ng c\u00f3 t\u1eadp c\u00e1c \u201cph\u00e9p m\u00e0u c\u1ea3i ti\u1ebfn\u201d hay \u201cgi\u1ea3i ph\u00e1p \u0111\u1ed3 h\u1ed9p t\u1ee9c kh\u1eafc\u201d nh\u01b0 m\u00f3n m\u00ec \u0103n li\u1ec1n m\u00e0 b\u1ea1n c\u00f3 th\u1ec3 \u00e1p d\u1ee5ng \u0111\u1ea1i tr\u00e0 cho m\u1ecdi t\u1ed5 ch\u1ee9c v\u00e0 mong \u0111\u1ee3i c\u1ea3i ti\u1ebfn th\u1ef1c \u1edf m\u1ee9c cao h\u01a1n.<\/p>\n

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H\u1ecfi: C\u00e1i g\u00ec l\u00e0 kh\u00e1c bi\u1ec7t gi\u1eefa m\u00f4 h\u00ecnh ph\u00e2n giai \u0111o\u1ea1n v\u00e0 m\u00f4 h\u00ecnh li\u00ean t\u1ee5c?<\/p>\n

\u0110\u00e1p: C\u00f3 nhi\u1ec1u c\u00e1ch ti\u1ebfp c\u1eadn t\u1edbi c\u1ea3i ti\u1ebfn qui tr\u00ecnh v\u00e0 c\u00f3 v\u00e0i k\u0129 thu\u1eadt m\u00f4 h\u00ecnh ho\u00e1. Ta h\u00e3y nh\u00ecn v\u00e0o nh\u1eefng tranh lu\u1eadn s\u00f4i n\u1ed5i gi\u1eefa c\u00e1ch ti\u1ebfp c\u1eadn theo giai \u0111o\u1ea1n v\u00e0 li\u00ean t\u1ee5c:<\/p>\n

1) M\u00f4 h\u00ecnh theo giai \u0111o\u1ea1n bao g\u1ed3m con \u0111\u01b0\u1eddng c\u1ea3i ti\u1ebfn t\u01b0\u1eddng minh, t\u1eeb m\u1ee9c n\u00e0y sang m\u1ee9c kh\u00e1c r\u00f5 r\u00e0ng nh\u1eadn di\u1ec7n \u01b0u ti\u00ean c\u1ea3i ti\u1ebfn. M\u00f4 h\u00ecnh li\u00ean t\u1ee5c kh\u00f4ng ch\u1ee9a con \u0111\u01b0\u1eddng c\u1ea3i ti\u1ebfn t\u01b0\u1eddng minh (Kh\u00f4ng c\u00f3 m\u1ee9c t\u01b0\u1eddng minh nh\u01b0ng m\u1ecdi th\u1ee9 l\u00e0 li\u00ean t\u1ee5c)<\/p>\n

3) M\u00f4 h\u00ecnh ph\u00e2n theo giai \u0111o\u1ea1n h\u1ed7 tr\u1ee3 cho t\u1ed5 ch\u1ee9c trong vi\u1ec7t thi\u1ebft l\u1eadp k\u1ebft c\u1ea5u n\u1ec1n theo c\u00e1ch qu\u1ea3n l\u00ed \u0111\u01b0\u1ee3c. N\u00f3 gi\u00fap v\u0103n ho\u00e1 t\u1ed5 ch\u1ee9c nh\u1ea5t qu\u00e1n v\u1edbi vi\u1ec7c t\u1ea1o ra ch\u1ea5t l\u01b0\u1ee3ng cao nh\u1ea5t c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c. H\u1ed9i t\u1ee5 ch\u00ednh c\u1ee7a m\u00f4 h\u00ecnh li\u00ean t\u1ee5c l\u00e0 v\u00e0o thay \u0111\u1ed5i trong ph\u1ea7n t\u1eed qui tr\u00ecnh, kh\u00f4ng v\u00e0o thay \u0111\u1ed5i v\u0103n ho\u00e1 hay t\u1ed5 ch\u1ee9c.<\/p>\n

4) M\u00f4 h\u00ecnh ph\u00e2n theo giai \u0111o\u1ea1n h\u1ed9i t\u1ee5 v\u00e0o v\u00e0i v\u1ea5n \u0111\u1ec1 s\u1ed1ng c\u00f2n m\u00e0 t\u1ed5 ch\u1ee9c ph\u1ea3i \u0111\u1ec1 c\u1eadp t\u1edbi d\u1ef1a tr\u00ean n\u0103ng l\u1ef1c c\u1ee7a n\u00f3 b\u1edfi v\u00ec t\u1ed5 ch\u1ee9c ch\u1ec9 c\u00f3 th\u1ec3 \u0111\u1ec1 c\u1eadp th\u00e0nh c\u00f4ng t\u1edbi m\u1ed9t s\u1ed1 gi\u1edbi h\u1ea1n c\u00e1c v\u1ea5n \u0111\u1ec1 v\u00e0o m\u1ed7i l\u00fac. M\u00f4 h\u00ecnh li\u00ean t\u1ee5c kh\u00f4ng nh\u1ea5t thi\u1ebft h\u1ed9i t\u1ee5 v\u00e0o s\u1ed1 gi\u1edbi h\u1ea1n c\u00e1c v\u1ea5n \u0111\u1ec1 then ch\u1ed1t m\u00e0 cho ph\u00e9p t\u1ed5 ch\u1ee9c l\u1ea5y ra v\u00e0 ch\u1ecdn b\u1ea5t k\u00ec v\u1ea5n \u0111\u1ec1 n\u00e0o h\u1ecd mu\u1ed1n l\u00e0m vi\u1ec7c.<\/p>\n

5) M\u00f4 h\u00ecnh ph\u00e2n giai \u0111o\u1ea1n bi\u1ec3u th\u1ecb t\u1ea7m nh\u00ecn chung v\u00e0 c\u00e1i nh\u00ecn nh\u1ea5t tr\u00ed v\u1ec1 nh\u1eefng v\u1ea5n \u0111\u1ec1 quan tr\u1ecdng v\u00e0 c\u00e1c b\u01b0\u1edbc m\u00e0 t\u1ed5 ch\u1ee9c ph\u1ea3i l\u00e0m trong n\u1ed7 l\u1ef1c c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u1ee7a m\u00ecnh. M\u00f4\u00a0 h\u00ecnh li\u00ean t\u1ee5c kh\u00f4ng ch\u1ee9a c\u00e1i nh\u00ecn nh\u1ea5t tr\u00ed n\u00e0y v\u00e0 t\u1ea7m nh\u00ecn chung.<\/p>\n

6) Kh\u00e1i ni\u1ec7m m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh trong m\u00f4 h\u00ecnh ph\u00e2n theo giai \u0111o\u1ea1n c\u00f3 n\u0103m m\u1ee9c \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh r\u00f5 r\u00e0ng, ch\u00ednh l\u00e0 c\u00e1i g\u00ec \u0111\u00f3 c\u1ea5p qu\u1ea3n l\u00ed c\u00f3 th\u1ec3 d\u1ec5 d\u00e0ng hi\u1ec3u v\u00e0 \u0111\u1eb7t quan h\u1ec7; do \u0111\u00f3, kh\u00f4ng kh\u00f3 n\u1eafm \u0111\u01b0\u1ee3c \u00fd \u0111\u1ecbnh v\u00e0 cam k\u1ebft c\u1ee7a h\u1ecd \u0111\u1ec3 ti\u1ebfn h\u00e0nh n\u1ed7 l\u1ef1c c\u1ea3i ti\u1ebfn qui tr\u00ecnh. (D\u1ee9t kho\u00e1t c\u00f3 c\u1ea1m b\u1eaby c\u1ee7a vi\u1ec7c nh\u1ea5n m\u1ea1nh qu\u00e1 m\u1ee9c v\u00e0o vi\u1ec7c \u0111\u1ea1t t\u1edbi m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh.)\u00a0 Kh\u00f4ng ph\u1ea3i l\u00e0 d\u1ec5 c\u00f3 \u0111\u01b0\u1ee3c cam k\u1ebft c\u1ea7n thi\u1ebft t\u1eeb c\u1ea5p qu\u1ea3n l\u00ed \u0111\u1ec3 th\u1ef1c hi\u1ec7n n\u1ed7 l\u1ef1c c\u1ea3i ti\u1ebfn d\u1ef1a tr\u00ean m\u00f4 h\u00ecnh li\u00ean t\u1ee5c kh\u00f4ng c\u00f3 c\u00e1c m\u1ee9c.<\/p>\n

7) Trong m\u00f4 h\u00ecnh ph\u00e2n giai \u0111o\u1ea1n, m\u1ee9c 2 cung c\u1ea5p n\u1ec1n t\u1ea3ng qu\u1ea3n l\u00ed d\u1ef1 \u00e1n \u0111\u1ec3 vi\u1ec7c chu\u1ea9n ho\u00e1 t\u1ed5 ch\u1ee9c c\u00f3 th\u1ec3 xu\u1ea5t hi\u1ec7n v\u1ec1 sau \u1edf m\u1ee9c 3. M\u1ee9c 3 c\u0169ng ph\u1ee5c v\u1ee5 nh\u01b0 n\u1ec1n t\u1ea3ng cho qui tr\u00ecnh \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh r\u00f5 \u0111\u1ec3 cho m\u1ee9c 4 c\u00f3 th\u1ec3 h\u1ed9i t\u1ee5 v\u00e0o vi\u1ec7c thi\u1ebft l\u1eadp hi\u1ec3u bi\u1ebft \u0111\u1ecbnh l\u01b0\u1ee3ng v\u00e0 ki\u1ec3m so\u00e1t c\u1ea3 qui tr\u00ecnh \u0111\u01b0\u1ee3c d\u00f9ng v\u00e0 s\u1ea3n ph\u1ea9m \u0111\u01b0\u1ee3c x\u00e2y d\u1ef1ng. T\u1ea1i m\u1ee9c 5, t\u1ed5 ch\u1ee9c c\u00f3 th\u1ec3 th\u1ef1c hi\u1ec7n c\u1ea3i ti\u1ebfn qui tr\u00ecnh li\u00ean t\u1ee5c v\u00e0 \u0111o \u0111\u01b0\u1ee3c. Trong m\u00f4 h\u00ecnh li\u00ean t\u1ee5c, kh\u00f4ng c\u00f3 m\u1ee9c v\u00ec n\u00f3 ph\u00e1 v\u1ee1 m\u1ecdi tr\u1eadt t\u1ef1 v\u00e0 \u01b0u ti\u00ean b\u1eb1ng vi\u1ec7c cho ph\u00e9p c\u00e1c y\u1ebfu t\u1ed1 qui tr\u00ecnh ri\u00eang \u0111\u01b0\u1ee3c c\u1ea3i ti\u1ebfn li\u00ean t\u1ee5c.<\/p>\n

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H\u1ecfi: K\u0129 ngh\u1ec7 d\u00f9ng \u0111\u01b0\u1ee3c kh\u1edbp th\u1ebf n\u00e0o v\u00e0o trong CMMI hay n\u00f3 kh\u00f4ng kh\u1edbp?<\/p>\n

\u0110\u00e1p: T\u00f4i tin t\u00ednh d\u00f9ng \u0111\u01b0\u1ee3c l\u00e0 ph\u1ea9m ch\u1ea5t trong vi\u1ec7c d\u00f9ng. N\u00f3 ph\u1ea3n \u00e1nh ph\u1ea7n m\u1ec1m d\u1ec5 h\u1ecdc v\u00e0 d\u00f9ng th\u1ebf n\u00e0o, ng\u01b0\u1eddi d\u00f9ng s\u1ebd c\u00f3 kh\u1ea3 n\u0103ng l\u00e0m vi\u1ec7c c\u00f3 n\u0103ng su\u1ea5t th\u1ebf n\u00e0o, v\u00e0 ng\u01b0\u1eddi d\u00f9ng s\u1ebd c\u1ea7n h\u1ed7 tr\u1ee3 bao nhi\u00eau. \u0110\u00f3 l\u00e0 t\u1eeb quan \u0111i\u1ec3m c\u1ee7a ng\u01b0\u1eddi d\u00f9ng v\u1ec1 ch\u1ea5t l\u01b0\u1ee3ng ph\u1ea7n m\u1ec1m.<\/p>\n

CMMI l\u00e0 khu\u00f4n kh\u1ed5 \u0111\u1ec3 c\u1ea3i ti\u1ebfn ch\u1ea5t l\u01b0\u1ee3ng ph\u1ea7n m\u1ec1m. N\u00f3 l\u00e0 b\u1ea3n l\u1ed9 tr\u00ecnh \u0111\u1ec3 x\u00e2y d\u1ef1ng ph\u1ea7n m\u1ec1m ch\u1ea5t l\u01b0\u1ee3ng t\u1eeb vi\u1ec7c qu\u1ea3n l\u00ed d\u1ef1 \u00e1n (m\u1ee9c 2) t\u1edbi qu\u1ea3n l\u00ed s\u1ea3n ph\u1ea9m (m\u1ee9c 3) r\u1ed3i t\u1edbi qu\u1ea3n l\u00ed qui tr\u00ecnh (m\u1ee9c 4) v\u00e0 chung cu\u1ed9c qu\u1ea3n l\u00ed ch\u1ea5t l\u01b0\u1ee3ng (m\u1ee9c 5). \u0110\u00f3 l\u00e0 t\u1eeb c\u00e1ch nh\u00ecn c\u1ee7a ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n v\u1ec1 ch\u1ea5t l\u01b0\u1ee3ng ph\u1ea7n m\u1ec1m.<\/p>\n

T\u00ednh d\u00f9ng \u0111\u01b0\u1ee3c l\u00e0 thu\u1ed9c t\u00ednh kh\u00f3 \u0111\u1ec3 x\u00e2y d\u1ef1ng trong b\u1ea5t k\u00ec h\u1ec7 th\u1ed1ng ph\u1ea7n m\u1ec1m n\u00e0o v\u00ec nhi\u1ec1u ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n kh\u00f4ng nh\u1eadn ra r\u1eb1ng c\u1ea3m nh\u1eadn c\u1ee7a h\u1ecd v\u1ec1 s\u00e1ng t\u1ea1o kh\u00f4ng cung c\u1ea5p th\u00f4ng tin v\u1ec1 c\u00e1ch ng\u01b0\u1eddi d\u00f9ng s\u1ebd ph\u1ea3n \u1ee9ng l\u1ea1i n\u00f3. CMMI c\u00f3 \u0111\u1ec1 c\u1eadp t\u1edbi v\u1ea5n \u0111\u1ec1 d\u00f9ng \u0111\u01b0\u1ee3c trong qu\u1ea3n l\u00ed y\u00eau c\u1ea7u (m\u1ee9c 2), K\u0129 ngh\u1ec7 s\u1ea3n ph\u1ea9m ph\u1ea7n m\u1ec1m (m\u1ee9c 3), Qu\u1ea3n l\u00ed ch\u1ea5t l\u01b0\u1ee3ng ph\u1ea7n m\u1ec1m (m\u1ee9c 4).<\/p>\n

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H\u1ecfi: M\u1eb7c d\u1ea7u \u1edf CMMI m\u1ee9c 3 t\u1eeb n\u0103m 2005, t\u1ed5 ch\u1ee9c ch\u00fang t\u00f4i v\u1eabn c\u00f3 v\u1ea5n \u0111\u1ec1 trong b\u00e1o c\u00e1o hi\u1ec7u n\u0103ng d\u1ef1 \u00e1n. Ch\u00fang t\u00f4i \u0111\u00e3 c\u00f3 t\u1eadp l\u00f5i c\u00e1c c\u00e1ch \u0111o ph\u1ea7n m\u1ec1m (k\u00edch c\u1ee1, n\u1ed7 l\u1ef1c, l\u1ecbch bi\u1ec3u v\u00e0 l\u1ed7i) nh\u01b0ng ch\u00fang kh\u00f4ng \u0111\u01b0\u1ee3c d\u00f9ng m\u1ed9t c\u00e1ch hi\u1ec7u qu\u1ea3. C\u00f3 nhi\u1ec1u l\u1ed7i trong vi\u1ec7c bi\u00ean so\u1ea1n ch\u00fang \u1edf m\u1ee9c cao h\u01a1n, c\u00e1i n\u1ea3y sinh trong sai l\u1ea7m c\u1ee7a ch\u00fang ta \u0111\u1ec3 \u0111\u00e1p \u1ee9ng v\u1edbi m\u1ee5c ti\u00eau doanh nghi\u1ec7p. Ch\u00fang t\u00f4i th\u01b0\u1eddng xuy\u00ean b\u1ecb ch\u1eadm sau l\u1ecbch v\u00e0 chi qu\u00e1 ng\u00e2n s\u00e1ch. N\u0103m ngo\u00e1i, ch\u00fang t\u00f4i \u0111\u00e3 kh\u00f4ng \u0111\u1ea1t t\u1edbi vi\u1ec7c h\u00e0i l\u00f2ng c\u1ee7a kh\u00e1ch h\u00e0ng. N\u1ed7 l\u1ef1c m\u1ee9c 4 c\u1ee7a ch\u00fang t\u00f4i kh\u00f4ng \u0111i th\u1eadt tr\u01a1n tru l\u1eafm v\u00e0 ng\u00e2n s\u00e1ch SEPG b\u1ecb c\u1eaft gi\u1ea3m nghi\u00eam tr\u1ecdng. L\u00e0m sao ch\u00fang t\u00f4i b\u1eaft \u0111\u1ea7u l\u1ea1i \u0111\u01b0\u1ee3c?<\/p>\n

\u0110\u00e1p: V\u00ec t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n \u0111\u00e3 \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 n\u0103m 2005, l\u00e0m sao b\u1ea1n bi\u1ebft r\u1eb1ng t\u1ed5 ch\u1ee9c c\u1ee7a m\u00ecnh v\u1eabn c\u00f2n \u1edf m\u1ee9c 3? B\u1ea1n c\u00f3 \u0111\u00e1nh gi\u00e1 l\u1ea1i v\u1ec1 sau kh\u00f4ng? V\u1ec1 c\u0103n b\u1ea3n, k\u1ebft qu\u1ea3 \u0111\u00e1nh gi\u00e1 ch\u1ec9 h\u1ee3p th\u1ee9c cho m\u1ed9t th\u1eddi k\u00ec (1-2 n\u0103m) v\u00e0 t\u1ed5 ch\u1ee9c ph\u1ea3i \u0111\u00e1nh gi\u00e1 l\u1ea1i c\u1ee9 sau m\u1ed7i 16-24 th\u00e1ng.\u00a0 D\u1ef1a tr\u00ean th\u00f4ng tin c\u1ee7a b\u1ea1n r\u1eb1ng t\u1ed5 ch\u1ee9c \u0111\u00e3 c\u00f3 m\u1ed9t t\u1eadp l\u00f5i c\u00e1c \u0111\u1ed9 \u0111o ph\u1ea7n m\u1ec1m \u1edf m\u1ee9c d\u1ef1 \u00e1n (m\u1ee9c 2) nh\u01b0ng l\u1ea1i c\u00f3 v\u1ea5n \u0111\u1ec1 \u1edf m\u1ee9c t\u1ed5 ch\u1ee9c, nh\u01b0 thu th\u1eadp, bi\u00ean so\u1ea1n,\u00a0 b\u00e1o c\u00e1o, qu\u1ea3n l\u00ed, t\u00f4i s\u1ebd r\u1ea5t ng\u1ea7n ng\u1ea1i v\u1ec1 vi\u1ec7c \u0111\u1ea1t t\u1edbi m\u1ee9c 3.<\/p>\n

Qu\u00ean chuy\u1ec7n n\u1ed7 l\u1ef1c m\u1ee9c 4 hay ng\u00e2n s\u00e1ch SEPG b\u1ecb c\u1eaft gi\u1ea3m \u0111i. B\u1ea1n c\u1ea7n t\u00e1i xem x\u00e9t l\u1ea1i to\u00e0n b\u1ed9 qui tr\u00ecnh cam k\u1ebft \u0111\u1ec3 t\u00ecm ra c\u0103n nguy\u00ean. N\u1ebfu\u00a0 m\u1ee5c \u0111\u00edch c\u1ee7a t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n ch\u1ec9 l\u00e0 ki\u1ebfm \u0111\u01b0\u1ee3c “m\u1ee9c v\u00f4 ngh\u0129a” v\u00e0 kh\u00f4ng nghi\u00eam ch\u1ec9nh v\u1ec1 vi\u1ec7c \u0111\u1ea1t t\u1edbi m\u1ee5c \u0111\u00edch doanh nghi\u1ec7p nh\u01b0 s\u1ef1 h\u00e0i l\u00f2ng c\u1ee7a kh\u00e1ch h\u00e0ng, ki\u1ec3m so\u00e1t ng\u00e2n s\u00e1ch v\u00e0 cam k\u1ebft l\u1ecbch bi\u1ec3u th\u00ec t\u00f4i ngh\u0129 vi\u1ec7c c\u1ea3i ti\u1ebfn c\u1ee7a b\u1ea1n qu\u1ea3 th\u1ef1c \u0111ang g\u1eb7p r\u1eafc r\u1ed1i.<\/p>\n

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—-English version—-<\/p>\n

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Question: Can you define Verification and validation and the role of SQA in these activities?<\/p>\n

Answer: The Institute of Electrical and Electronics Engineers (IEEE) Standard Glossary of Software Engineering Terminology defines verification and validation as follows: Verification is the process of evaluating a system or component to determine whether the products of a given development phase satisfy the conditions imposed at the start of that phase. Validation is defined as the process of evaluating a system or component during or at the end of the development process to determine whether it satisfies specified requirements. Verification asks “Did we build the system right?” and validation asks “Did we build the right system?”<\/p>\n

To ensure quality and avoid certain bias, many companies require these activities to be conducted by an \u201cindependent third party\u201d rather than people who work on the project. IEEE defines independence in three areas: technical independence, managerial independence, and financial independence. SQA people who are not involved in software development achieve technical independence. Therefore SQA people who use their expertise to assess the processes and products must NOT work in the project or report to the project manager. Managerial independence requires responsibility for this effort to be conducted by an organization separate from the software organization therefore the SQA organization must NOT be part of software organization. The SQA organization selects the components of the software that they wants to test, chooses testing techniques, set schedules, and selects specific technical issues and documents to review according to a defined SQA processes and procedures. Financial independence is difficult because most works on the project, including SQA, are usually funded directly by the company. To meet this requirements, company must separate the funding to SQA from funding allocate to the project to avoid conflict. Without this separate of funding, the project managers could remove SQA funding if they are not satisfied with SQA works or agreed with their findings.<\/p>\n

To make sure that verification and validation are implemented properly, the first step was to issue a policy on SQA as the authority in review projects and report to a different management structure. The next step was to develop SQA processes and procedures to define clearly the roles, responsibilities and authority of SQA and how they conduct their works. The final step is to select experienced software people and train them to perform SQA works. This is the hardest in some respects, because most project managers do not want to lose an experienced software people so many companies hire graduated student to work as SQA. This is a major mistake, without experiences, SQA will not be respected and can NOT do a good job. SQA is NOT a \u201clearning on the job\u201d career but require many years of software development in order for them to be effective. Another fact is many software developers prefer to work on projects rather than reviewing somebody\u2019s works so it is difficult to find good people with experiences to do this job. Without an effective SQA, many software developers ignores the SQA issues, do not follow the defined process, do not test their work carefully then quality will suffer. Without an effective SQA organization, many SQA roles degenerate into useless jobs which operate in an empty vacuum that nobody cares. Without basis for judgment for development works, everything becomes a matter of opinion rather than true evaluation of quality.<\/p>\n

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Question: Why improving software if the business is not software but manufacturing or banking?<\/p>\n

Answer: I would like to remind you that regardless of the business you are in, you almost certainly use software in every part of your working day. Software handles payroll, billing, sales, manufacturing, production control, inventory management etc. Software can impact a business in many ways since the quality of the business services depend largely on the quality of the software that supporting them. The quality of software makes the difference between whether you are ahead or behind your competitors. Maybe software problems have been an annoyance to you such as computer crash or software errors but in today business, ignoring software issues can severely damage the business. If software is late, product will be late then you may lose the business. In this critical time, you do not have second chance to argue about software or business. You must work hard and do our job properly the first time since there may be no second time. You must stop setting unrealistic aggressive schedule; stop changing requirements then expect a perfect product. No matter what business your company is doing, you must rely on software so to improving software is improving the business. Software is fully integrated in so many businesses and you can not ignore it.<\/p>\n

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Question: Why are companies outsourcing software? What is the trend in the next few years? Who will be the number one in software development?<\/p>\n

Answer: Many companies are outsourcing software because their costs are much less than in the U.S or Europe. Programmers from India, Philippine, China and other parts of Asia typically earn much lesser than American or European programmers. However, in the long term I strongly believe quality and productivity will be the key factors to determine where software will be developed. Software is a very big business and like any business, cost is one factor but not the only factor.\u00a0 At this time it is difficult to predict the future because software technology changes very fast but based on my research, two countries that have the most promising software industries are Japan and India but it remains to be seen what effect they will have on the global software industry.<\/p>\n

The Japanese are well known as \u201cquality conscious\u201d and could deliver software with much less errors than American software. Several studies have shown that Japanese software practices are superior to those of the US in many ways. One such study of 52 of the major software produces in Japan and the US, including NTT, Mitsubishi, Fujitsu, NEC, Hitachi, Digital Equipment Corporation, IBM and others, concluded that the Japanese corporations had a software reuse rate of 34.8% while those of the US had a reuse rate of 15.4%. Additionally, the attitude of Japanese managers and US managers were very different. The Japanese managers consider quality as the most important factor where US manager still consider cost as the most important factor.\u00a0 However, for many years Japanese could not dominate the software market as they did with hardware. There are many theories on why Japanese software industry never takes off but I believe it probably due to the education systems in Japan where rote memorization and obey senior management are still the main tradition. Without innovation and new products, Japan still buy a lot of software from the U.S instead of export to the U.S.<\/p>\n

India appears to be another potential competitor with the US in the software industry. Approximately 80% of India’s $ billion software industry was focus to support US business. Some experts think India’s exports might exceed $100 billion by as early as 2010. Two key factors that might influence the success of India in software are: the support of the Indian government in easing tariffs and restrictions and the low cost of software development in India. Indian programmers are making significantly less than U.S Programmers. However, I believe that in the long term, the cost of software development in India will continue to rise when more works are outsourced there. If Indian software industry does not focus on improving the quality of its products and services, but continue to rely on their low cost labor, India may not enjoy the position as the key software supplier to the world any longer.<\/p>\n

I strongly believe software leaders in the next decade will be those who could deliver high quality software within a reasonably cost.<\/p>\n

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Question: Why wasting time improving software when we can buy rather than build? Why wasting time improving management practices when we can outsource to other countries and reduce cost?<\/p>\n

Answer: Not everything we need can be bought in the open market. If reducing cost is important to you then software improvement provides significant opportunities to reduce cost and improve quality. Software is an amazing technology that has zero manufacturing cost, can be distributed worldwide in seconds, does not deteriorate, and it is a very big business today (i.e. look at Microsoft and Google)<\/p>\n

Not everything we do can be outsourced to other countries. If reducing cost is important to you then improving people practices provides significant opportunities to increase productivity and reduce cost. Although, the old way of hiring people when you need them and firing people when you do not need them may be in some management mind but the world has changed around them. Today the best talent is going into organization where people are treated with respect for their talents. People will work where they are being appreciated for their contribution and where they are being technically challenged. If getting rid of people by outsourcing is the only way of reducing cost then you are in for a surprise. There is a new trend going on now, companies are throwing the old way of treating people as \u201ccommodities\u201d out and creating new way where attracting and retaining talents are the \u201ckey assets\u201d in the digital age.<\/p>\n

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Question: If it takes many years to achieve high CMMI levels and reap the benefit such as reducing cost why don\u2019t we outsource software which is faster and easier?<\/p>\n

Answer: Reducing cost is a relative, not an absolute concept. Yes, it sounds so easy to cut cost through outsourcing (i.e. cheaper labors) but outsourcing can only be effective when the organization understands its software requirements and can manage its subcontracts well. If the organization has difficult time managing requirements, control changes, or can not manage its own projects then how does it manages subcontractors half way around the world where language and culture are difference from us? Outsourcing requires significant new skills to manage subcontractors that may include major restructuring of the existing infrastructure for outsourcing to be effective. I believe outsourcing is neither faster, cheaper or easier than in house development and we must consider the issue of cost saving in outsourcing very carefully.<\/p>\n

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Question: What is Six-Sigma quality and how does it relate to CMMI?<\/p>\n

Answer: By definition, to achieve Six Sigma quality, a process must produce no more than 3.4 defects per million opportunities. There is lot of \u201chype\u201d on Six Sigma but very few organizations have really achieved this kind of near perfect quality. The word \u201cSigma\u201d is a statistical term that measures how far a given process deviates from perfection. If you can measures how many defects you have in your process, then you can figure how to eliminate them and get close to \u201cZero defects\u201d as possible.<\/p>\n

I believe Six Sigma is a vision that we should strive forward when implements CMMI. To achieve Six Sigma, organization must be data-driven and measurement focuses. The key is reducing process variation, which is very similar to the ordering of CMM levels. From my own experience, organization at level 4 really understand quality attributes, can deliver what customer wants, understand their process capability and managing them by facts and data. Level 5 is where the process optimization occurs to enable the delivery of Six Sigma results.<\/p>\n

 <\/p>\n

Question: Why do you advocate improvement at the organization level rather at company level? Would it be easier to do it at higher level?<\/p>\n

Answer: How do you change your behavior? How do you expect hundreds or thousands people to change their behavior? Improvement involves culture, behavior, commitment and many more. Improvement is driven by organization goals, domain, skills, and experiences. Since each organization is unique in these characteristics, there are many ways to implement improvement. An organization whose goal is improving time to market may take different approach than organization whose goal is defect free software product. Improvement is also defined by domain; an embedded environment where quality is critical may approach improvement different than a Web environment where speed is critical. Experience and skills also play very important roles in improving organization process. A highly experienced team approach change based on what works and what do not work. An inexperience team may rely on their technical lead or SEPG members to guide them.<\/p>\n

To make improvement a success, each organization must understand its process, products, domain and goals before it can select a set of practices to improve its process. There is no set of \u201cimprovement miracle\u201d or a \u201cInstant canned solution\u201d like Instant noodle that you can apply universally to every organization and expect real improvement at higher level.<\/p>\n

 <\/p>\n

Question: What is the different between Staged versus Continuous model?<\/p>\n

Answer: There are many approaches to implement process improvement and there are several modeling techniques. Let us look at the controversy between Staged versus Continuous:<\/p>\n

1) Staged models include an explicit improvement path, from one level to another that clearly identifies improvement priorities. Continuous models do not contain an explicit improvement path (There are no explicit levels but everything is continuous)<\/p>\n

3) Staged models assist organizations in setting up the necessary infrastructure and developing capability in a manageable manner. It help builds an organizational culture that is consistent with producing the highest quality possible. Continuous model\u2019s primary focus is on changes in process elements, not cultural or organizational change.<\/p>\n

4) Staged models focus on the vital few issues that an organization should address based on its capability because an organization can only successfully address a limited number of issues at any one time. Continuous models do not necessarily focus on limited number of key issues but allow the organization to pick and choose whatever issues they want to work on.<\/p>\n

5) Staged models represent a shared vision and consensus views of the important issues and the steps an organization should take in their process improvement efforts. Continuous models do not contain this consensus view and shared vision.<\/p>\n

6) The maturity level concept in a staged model has five clearly defined levels, which is something management can easily understand and relate to; therefore, it is not that difficult to get their attention and commitment to undertake a process improvement effort. (Definitely, there are pitfalls to an overemphasis on attaining a maturity level.)\u00a0 It is not as easy to get the necessary management commitment to implement a process improvement effort based on a continuous model with no levels.<\/p>\n

7) In a staged model, level 2 provides the project management foundation in order for organization standardization can occurs later at level 3. Level 3 also serve as the foundation of well-defined process so that level 4 can focus on establishing a quantitative understanding and control of both the processes being used and the products being built. At level 5, the organization can implement continuous and measurable process improvement. In a continuous model, there is no level since it breaks down all orders and priorities by allowing individual process elements to be improved continuously.<\/p>\n

 <\/p>\n

Question: How does usability engineering fit into CMMI or doesn\u2019t it?<\/p>\n

Answer: I believe usability is a quality in use. It reflects how easy the software is to learn and use, how productively users will be able to work, and how much support users will need. It is from the user\u2019s view on software quality.<\/p>\n

The CMMI is a framework to improve software quality. It is a roadmap to build quality software from project management (Level 2) to product management (Level 3) then to process management (Level 4) and ultimately quality management (Level 5). It is from the developer\u2019s view on software quality.<\/p>\n

Usability is difficult attribute to build into any software system since many developers do not realize that their perception of creation does not provide information about how users will react to it. CMMI does address usability issues in Requirements management (level 2), Software Product Engineering (level 3), Software Quality Management (level 4).<\/p>\n

 <\/p>\n

Question: Despite being at CMMI level 3 since 2005, our organization is still having problem in reporting project performance. We did have a core set of software measures (Size, effort, schedule and defects) but they are not being used effectively. There are so many errors in compiling them at higher level which resulting in our failures to meet business objectives. We are constantly behind schedule and having budget overrun. Last year, we did not achieve customer satisfaction. Our level 4 efforts do not go very smoothly and the SEPG budget is severely cut. How do we restart?<\/p>\n

Answer: Since your organization was assessed in 2005, how do you know that your organization is still at level 3? Do you have any reassessment lately? Typically, an assessment result is only valid for a period of time (1-2 years) and organization must re-assess every 16-24 months.\u00a0 Based on your information that the organization already has a core set of software measures at project level (level 2) but having problem at organization level, i.e. collecting, compiling, reporting, managing, I would be very skeptical about the level 3 achievement.<\/p>\n

Forget the level 4 efforts or the SEPG budget cut. You need to re-examine the entire commitment process to find out the root cause. If the goal of your organization is only get a \u201cmeaningless level\u201d and not serious about achieve business goals such as customer satisfaction, budget control and schedule commitment then I think your process improvement is in deep trouble.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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