I start this thread to lay down some thoughts that haunted me during the past period. I would like to convince the reader that quality matters very much, that one cannot obtain customer satisfaction unless industry-proven practices are employed throughout the entire course of the project and that failing to implement solid quality management procedures can have very bad consequences. These consequences are reflected in development costs, sales, trust and can span across multiple generations of the same product. In the end, I'd like the reader to retain the idea that focus on quality is the responsibility of all team members. Some hints will be given on how teams achieve excellence in their work, to their own benefit and that of the customer. I write these posts based on my own experiences, articles, books, discussions with friends who also work in the software industry throughout the world, and some projections I made for the future.
Customer Perceived Quality:
Every (software) project has to maintain an optimum balance between quality, cost and time. Provided that we keep cost and time fixed (which is the case for many projects) we have only one degree of freedom left. We need to understand what "quality" is, in order to know how to properly handle it.
To discuss about quality from the user perspective is to discuss about project scope and the number of issues the customers encounter (including documentation). On the other hand, quality is a general term that encompasses also: internal knowledge (code, processes, graphical assets), internal and external communication, management and the sense of self fulfillment of all stakeholders (team, all parties). On a broader sense I would like to link quality to professionalism and success, excluding the financial part* (see footnotes).
In this post I will refer to customer perceived quality:
- Project scope: arguably, but a project that has a higher number of features should provide more usage scenarios and therefore should have a higher (potential) value for the customer (personally I like simple stuff but that is another story).
- Broken features ("hard" bugs): features that don't function the way they were obviously designed to function (like crashes or a button that does nothing when pressed)
- Design errors ("soft" bugs): features that function according to design, yet they are hard to use, have uncertain value, don't really satisfy user needs, are inconsistent, etc.
- Perceived quality - degree of polish, nice touches, attention to detail, wow moments and, very important, smooth performance
- Product documentation - should be large enough to cover all aspects, yet concise and easy to read by the target audience - I will not cover documentation here, as it is a vast subject.
If the bare minimum functionality is not implemented, the project is no good. Imagine a submarine without a periscope: it's inconceivable and useless. On the other hand, a submarine crew that has fewer animations than initially planned could be considered acceptable, as long as it is consistent and the number is above a bare minimum to provide some immersion and give a clue of what the crew is doing. In this case, people have a fuzzy understanding of what the optimum number of animations is (of course, the more the better, but more providing diminishing returns) and less animations are not true barriers to functionality (personally, I would choose to have less functions but highly polished. Given the animation example, I would think very carefully if I want this feature at all if I cannot bring it close to perfection).
The key for "hard bugs" is to obtain a low reproduction rate, no game breakers and no fully broken functionality. There is a threshold that must not be passed but, a random crash once in a while (very rare!) is acceptable, as long as the load times are short and no (significant) progress is lost. Also, this kind of bugs are easily caught by the test teams, so they are usually fixed before the release. The least damaging are bugs like those in the "flickering textures far away when the light falls from a certain angle" class. They don't disturb too much, don't affect progress in any way and, as long as they happen randomly, could be considered almost no issue.
Design deficiencies are: inconsistencies, lack of usability, lack of accessibility, crappy functionality that no one understands. Some design errors are quick hacks for a deeper (technical / concept / budget) problem. Everybody knows about them, nobody is proud of them. The second category of design deficiencies is what I call "the elitist design", which is "good core but misunderstood and poorly explained" (at large or by some less experienced players). On the opposite side, comes the "dumb-ed down symptom". Generally speaking, a large project scope fosters design inconsistencies. Some design errors are hard to spot and require extensive play / usability tests. The problem is that the team knows the product so well, that they become blind to this kind of issues. Therefore, external help is needed.
As long as the above deficiencies are kept to an acceptable level and the product has optimum performance in terms of speed and smoothness, small enhancements like flooding inside the submarine, washed periscope lenses, provide real value and increase the perceived quality. On the other hand, easily observable visual or audio bugs, although may not deeply hinder game-play mechanics, dramatically decrease the sensation of quality. Very important, a visible and firm support policy is a certain way to improve perception from our customers.
To conclude, my feeling is that, in order to maximize the quality of a software product, the best approach is to "stay small and continuously polish". This leads to a product that has fewer but better polished features. Keeping the number of elements low maintains a higher degree of manageability and saves time for iterations.
Quality is very expensive yet, today, quality sells. Due to increased market competition, customers are having higher-than-ever quality demands and not meeting them is certainly affecting sales both on the short and on the long run - through tainted image and brand. Due to the ubiquity of the Internet, customers easily create to themselves an image of the project before purchase and this image sticks**. Web pages, reviews remain for years.
As the marketing people say, experience is the product so a lot of effort has to be put into the perceived quality: visual / audio polish, accessibility, beauty, usability, minimum workload for the user. Starting from a small core of must-haves, then incremental enhancements, gives time to perfecting the product. Late cutting results in hard-to-eliminate inconsistencies, panic and, in the end, shipping a less-than-par experience.
Footnotes:
* It could happen that a project that has a high quality standard and its customers are very happy with it is not performing well financially. However, a project that is not meeting quality standards yet is performing well financially cannot be categorized as a success. Cost is only transferred to the next generation, both in terms of perception (brand, company image) and in terms of internal quality (code, documentation, graphical assets, processes, etc...).
** Management of expectations and of communities is more important than ever in the days of the Internet. After all, unhappy customers are the most vocal online, as they find the web as an accessible, wide-audience platform to express their frustration. Managing the product image actively through open communication channels with the customers is a way to ensure that the product is evaluated to its true level and it is not drowned in discontent.
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