What is CSA?
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What is CSA?
The most obvious question is:
What is CSA, and how does it differ from traditional CSV? The current process,
CSV, focuses on producing accurate, approved documentation to present to
auditors, then testing, then assurance needs, and finally critical thinking.
The CSA methodology is the exact opposite; it flips the paradigm. It emphasizes critical thinking (risk-based), assurance needs, testing activities, and documentation, in that order. In a nutshell, the goal of CSA is to "right-size" validation activities, placing the focus on what directly impacts patients or product quality
CSA proposes “a set of activities or actions to
be performed to give confidence that the software functions as intended and
meets the organization’s needs’’. These activities can include solution selection analysis, vendor
history and data (which
can be reused!), market performance data, installation activities, factory
acceptance and risk-based testing.
The objective of the CSA guidance is to promote critical
thinking, more testing of the system’s intended use, and less functionality
testing.
CSA aims
to reduce unnecessary documentation whilst still assuring that the software is
fit for purpose and that any risks are mitigated. This new approach will focus
on:
- Critical thinking: Risk definition for each software feature
- Assurance: Demonstrate
if the feature and functionality is working as desired
- Testing activities: Leverage and define the different test
methods like scripted and unscripted testing.
Why
the shift?
The
speed and efficiency of computer software validation (CSV) has emerged as a key
focus over recent years, with the FDA set to release their new approach:
Computer Software Assurance
In a word: overkill. In 1997,
the FDA issued 21 CFR Part 11, which specifies how FDA-regulated companies must
manage electronic records and signatures. The Agency’s intentionally vague
instructions led to overwork, costing the industry millions of dollars.
Five years later, the FDA
released a related guidance advising regulated companies to take a least
burdensome approach and integrate software management and risk management,
laying the foundation for CSV.
Unfortunately, the 2002
guidance has not solved the
problem. Companies continue to generate copious amounts of documentation,
primarily to appease auditors.
This focus on documentation
impedes critical thinking and the use of automation and modern technologies to
enable more effective testing.
One
of the key findings of the initiative was that Computer Software Validation
(CSV) had become a burden for life science companies.
CSV
seemed to have shifted the industry's focus to passing audits with extensive
documentation requirements. They also found that less time and effort was spent
concentrating on quality.
Most
companies have been deterred from investing in automated systems due to the
frustrations that come with CSV. For the past two decades, CSV has remained
mostly unchanged. However, with the advances in software (which have been
elevated due to the pandemic), the FDA must now bridge the gap between
regulation and technology.
What’s
the FDA looking for?
Although there are subtle
differences between CSV and CSA, such as ad hoc testing, CSA still
promotes a risk-based, least burdensome approach consistent with the 2002
guidance.
In reality, the FDA isn’t asking us to do something that’s incredibly different from what we’re doing now. They’re just asking us to do it better by putting critical thinking at the forefront and leveraging the powerful technology tools we have at our disposal.
The FDA’s new approach to CSV, Computer Software Assurance (CSA), represents a step-change in computer system validation, placing critical thinking at the centre of the CSV process, as opposed to a traditional almost one size fits all approach.
FDA intends to focus on direct impact systems and not on indirect
systems. The change allows manufacturers to focus testing rigor on areas that
directly impact patient safety and device quality, as:
key
principles of CSA:
- Use the skills, experience and
prior work form all key stakeholders to minimize current and future work
- Treat vendors as partners and make
more use of their previous development and testing efforts
- Use the above risk assessments to
justify levels of testing (ie. formal scripts, high-level cases, ad-hoc
tests) against requirements and design elements
- Do not repeat verification and
testing exercises
- All documentation produced must
add value to the project/support of the system
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