This sample describes a Window that can be instantiated by the application. Application-specific logic for this window is found in a class named WpfApplication1. The sample describes how to label the window and the initial size of the window. The window contains a Grid control which in turn contains a Button control.
Show "Hello world. This snippet is sufficient to implement a Windows application. This method is invoked by the framework when the user clicks on the button. The framework defines practically everything that happens when this application is executed; the Window1 class defines only the application-specific behavior. No coding is needed to display the window, process user input, or handle any common window operations e.
Compare this sample with the amount of code that would be needed to develop even a simple application like this one without a framework. Many organizations develop Windows applications; few do it from scratch. Now extend the framework concept from the general-purpose to a specific application domain e. A domain-specific framework permits new domain applications to be developed more quickly, with high quality, and allows developers to focus their attention on the unique requirements of their application or system.
Imagine configuring a new equipment control solution using framework-implemented building blocks and implementing only the overrides that are unique to your system. Those overrides could include elements of process control, human machine interface, data collection and analysis, recipe management, material handling, etc. It is also the case that some areas of scoring are more important than others so consider weighting questions accordingly to reflect this.
The example of compliance reflects this as this will be of much greater importance when in a regulated environment than having the correct call closure.
The final stage in developing the scorecard is planning the implementation. It is essential to involve Advisors in the development of the scorecard at all stages and to launch it properly.
Communication with all stakeholders about the purpose and objectives including how it will be used. When implementing in large teams or when multiple Evaluators are involved then it will also be essential to introduce a calibration process. There is a potential issue where one Evaluator may score differently to others. Having the ability to check this by sharing completed scorecards and ensuring that the scoring is equal is vital in developing a fair and consistent approach.
Calibration discussions also help with the development of Evaluators and Team Leaders too. This can be done by asking different members or the QA team to undertake the same assessment or through Group sessions where multiple stakeholders score the same interaction. Building a great scorecard is one part of the puzzle, but it can quickly become just another tick-box exercise with little purpose.
Feedback to Advisors is important and an essential part of managing and improving all areas of performance. Feedback should be shared to advisors in real-time and regular one to ones should be scheduled where agents and their line managers have the chance to discuss their overall performance, learning and development. Having data from regular assessments will enable Team Leaders and Managers to build a profile of the individual team members but also the overall team.
Analysing this information will start to highlight trends which in turn will enable prompt action to be taken to resolve issues. It is interesting to observe how quickly bad practice starts and spreads through a Contact Centre and early intervention is possible with ongoing analysis. Similarly, if the majority of the team are performing poorly in the same area, then additional team training may be delivered to resolve and improve the issue.
Quality scorecards are an aid to measuring and improving performance. They're challenging to get right, but by following these steps, you will have a much better chance. Review your scorecard at least every six months. Is it working and meeting your requirements? Has it adapted to your changing business? Is it helping to improve the quality of performance? But, has an almost unusable user interface. Even though it may be functionally right, we cannot consider it to be a quality product.
The modern view of a quality associated with a software product several quality methods such as the following:. Portability: A software device is said to be portable, if it can be freely made to work in various operating system environments, in multiple machines, with other software products, etc. Usability: A software product has better usability if various categories of users can easily invoke the functions of the product. Reusability: A software product has excellent reusability if different modules of the product can quickly be reused to develop new products.
Correctness: A software product is correct if various requirements as specified in the SRS document have been correctly implemented.
Maintainability: A software product is maintainable if bugs can be easily corrected as and when they show up, new tasks can be easily added to the product, and the functionalities of the product can be easily modified, etc. A quality management system is the principal methods used by organizations to provide that the products they develop have the desired quality. Managerial Structure and Individual Responsibilities: A quality system is the responsibility of the organization as a whole. However, every organization has a sever quality department to perform various quality system activities.
The quality system of an arrangement should have the support of the top management. Without help for the quality system at a high level in a company, some members of staff will take the quality system seriously.
Quality System Activities: The quality system activities encompass the following:. Production of documents for the top management summarizing the effectiveness of the quality system in the organization. Quality systems have increasingly evolved over the last five decades. Before World War II, the usual function to produce quality products was to inspect the finished products to remove defective devices.
Since that time, quality systems of organizations have undergone through four steps of evolution, as shown in the fig. The first product inspection task gave method to quality control QC. Quality control target not only on detecting the defective devices and removes them but also on determining the causes behind the defects. Thus, quality control aims at correcting the reasons for bugs and not just rejecting the products.
The next breakthrough in quality methods was the development of quality assurance methods. The primary premise of modern quality assurance is that if an organization's processes are proper and are followed rigorously, then the products are obligated to be of good quality.
The new quality functions include guidance for recognizing, defining, analyzing, and improving the production process.
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