QA Bridging

Wouldn’t it be great if we had a theory that allows the risk of success associated with different project approaches to be measured and compared.  QA Bridging Theory is the author’s initial attempt to do just that.  QA Bridging Theory main variables are:

  1. RQ – Requirements Quality
  2. TL[N(a,b)]  – Time Latency associated with a Node traveling from a -> b
  3. Frequency

Requirements Quality:  The Theory works on the assumption that user requirements cannot be stated precisely by end users.  Each time a Requirement passes through a successive artifact or process it becomes successively inaccurate and open to misinterpretation. An ideal process will minimise the number of artifacts and increase the opportunity for Requirements Correction.

TL[N(a,b)]: Time latency associated with a node.  This is the reaction time from the instigation of any desirable project task.  Example of Nodes(a,b) could be:

  • Writing User Requirements -> User Acceptance Testing
  • Developer Checking in Code -> Receiving Build Result

Time latency can be thought of as feedback loops or queues.

Frequency: The frequency of playback allowed due to a Time Latency variable. Crucially the theory states that more work is possible to complete a project task if the associated Time Latency decreases.  This increases the quality  and de-risks the associated project task.

The background and thinking to the theory is based on the author’s observations of a number of project.  A more wordy and detailed description can found by clicking here.

Projects where activities are highly parallel will score to have a less risky or undesirable outcome than an approach that has a highly sequential activities.  This is reason Scrum is deemed to be less risky to failure than Waterfall.

None of the theory is rocket science, however having observed many projects and applied the principles successfully it appears that it would be helpful to clearly state the basis of the reasoning undertaken.

There appears to be a widespread issue with senseless implementation of written doctrine within the industry.  Resulting in wasted effort and failing projects.  This theory will help quickly assist identification of project risk points and areas of improvement.