4 earthsoft - full and full - quality in software organidation

Making earth little softer

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About us


• Organisation• Quality• Quality management• Quality Assurance• Quality Control• Processes• Case studies experience • Strategic Quality Planing

Index


Index


Organisation and projects


Fundamentals• Say what you do• Do what you say

– Prove it– Documentation

Criteria for Excellence

1.Leadership

2.Strategic Planning

3.Quality Focus

4. Information & Analysis

5.Human Resource Focus

6.Process Management

7.Business Results


Quality Model

•Reviews of deliverables at every level by supervisor

•Effective communication•Plan, Track, Monitor, Control & measure (efforts, schedule, cost, quality, resources, risks)

•Reviews of deliverables at every level by supervisor

•Effective communication•Plan, Track, Monitor, Control & measure (efforts, schedule, cost, quality, resources, risks)

•Skill enhancement•Stringent resource recruitment

•Career Planning, Appraisals•Technical Skills

•Skill enhancement•Stringent resource recruitment

•Career Planning, Appraisals•Technical Skills

•Governance•Practicing the best process & formats

•Institutionalization•Ownership & skill training•Audits & Process

•Governance•Practicing the best process & formats

•Institutionalization•Ownership & skill training•Audits & ProcessQuality


Organization goals

To create Technical pool ,To enhance technical skills of resources on latest technologies

To improve the quality of delivery

First time right, To improve productivity

To increase efficiency reducing development & delivery time

To reduce the cost of development and be competitive

To delight Clients and make them happy


Importance

High-Quality but Slow to Market Not a LeaderHigh-Quality but Slow to Market Not a Leader

SpeedSpeed

QualityQuality Fast to Market but Low QualityLow Customer Satisfaction

Fast to Market but Low QualityLow Customer Satisfaction

The quality is largely determined by the quality of the process that is used to develop and maintain it, need a trade-off with speed!


EnablersQuality Management Group

• Designing & implementing the processes • Conducting Audits & assuring compliances • Improving the Processes

Technology Management Group

• To create a technical pool of resources• White Box Testing, Use of Open source• Technical Skill Enhancement• Knowledge Management

Quality Assurance Group

• To improve quality of delivery, To enhance the testing skills• Review of RA and Test Cases & sample testing• Testing Skill Enhancement• Black Box Testing, Inculcation of Testing Tools & Techniques


Enablers

To delight customers

Project Monitoring Group

• Review of variances of effort, schedule & quality• Risk Management Resource Review• Appropriate Project closure, To control the cost• To track & improve the productivity

Resource Management Group

• Learning through contribution & sharing • Adopting emerging technologies & professional practices• Advance functions knowledge enhancement• Effective Communication

Education Service Group

• Better utilization & billability of the resources• Skill enhancement, Right resources for right tasks• Infrastructure management. Finance management


Enablers

To delight customers

Software engineering process Group

• Process definition & continuous improvement• Implementation and Audits• Capturing historical data & publishing PCB


Enablers• Every deliverable must be reviewed by senior• Sharing experience & education from senior

management till project managers levels• Define Goal, Objectives, Mission for each

enabler group• Vibrant & visible enablers

• QMG – Quality Management Group• TMG – Technology Management Group• RMG – Resource Management Group• SEPG – Software Engineering Process• PMO – Project Management Office


Audits Process Design Process Improvements

SE Process Group

Technology Mgt. Group

Project Monitoring Group

Quality Assurance Group

Black Box Testing Review of Test Cases & RA Docs Testing Skill Enhancement

Project Review Risk Management Resource Review

White Box Testing Skill Enhancement Knowledge ManagementQuality

ApexCommittee

Quality mechanism


Milestones & Dates

Milestones & Dates

SMC or FP or LOC

SMC or FP or LOC

Mitigation & owner

Mitigation & owner

Defect per mm

Defect per mm

Man-month Man-month

Infra, PeopleTechnologyInfra, PeopleTechnology

Project Management


Project Management

Plan Track Control Measure

Efforts

Schedule

Quality

Cost

Risks

Resources


•Productivity•Efforts, Effort Distribution•Cost of Review, Rework, Testing and Training •Defect Injection, Delivered Defect, Defect Distribution

•Schedule & efforts relation

Project Planning

Project Closure

Project Data(efforts, defects,

schedule, estimate)

Project Execution

Project StatusReport

Project ClosureReport

Projects Capability Baseline (PCB)

StatusReview

OrganizationsCapability Baseline

Project execution


Successful Project• Successful project management is delivering a

quality solution meeting the customer’s requirements within efforts, time, scope & budget making profit for the organisation.

Requirements satisfied/exceeded

Requirements satisfied/exceeded

Completed within effort & time frameCompleted within

effort & time frame

Completed within allocated budgetCompleted within allocated budget

Accepted by the customer

Accepted by the customer


Success Tips

Right Project ManagementRight Project Management

Right TeamRight Team

Right Processes

Right Processes

Project Success

(Quality & Timely delivery)

Project Success

(Quality & Timely delivery)


Projects- Effective monitoring

• Assure client/ sales• Safeguard decisions• Prevent collapse

• Include basic details• Make comparisons• Underline problems

• Allow question time• Be available• Write mom



• Don’t shout• Keep copies & ready

reference

• Incomplete prerequisites

• Wrong estimation• In-efficiencies

• Encourage ideas• Cost effectiveness• Judge the work


Triple Contraint

Quality


Parameters

Current focusQuality of the resourcesProject ManagementClient expectation management

Current FocusRight EstimationNo. of resources Include all Efforts (Reviews, QA, KT, VC, Management)

Would evolve After addressing Schedule & CostParallel initiatives are going onEducation to PM (Project management, Impact of CR, etc)

System improvement would improvement transactions


A lot of problemsA lot of

problems

The purpose of Kaizen activities is to improve customer satisfaction.

KaizenActivitiesKaizen

Activities

Customer SatisfactionCustomer

Satisfaction

Kaizen activities should be related to current real problems

Purpose


• Quality is often thought of as "degree of excellence," or "level of goodness”.

• Quality is considered as "fitness for purpose." • Quality is "conformance to the requirements“• Quality is the way we live our lives!

What is Quality


Quality


Structural responsibilities•Processes•Audits•Escalations•PCB

•Recruitment•Training – Soft Skill & Tech•Grooming & Handholding

•To be profitable delivery

•Enablers•TMG•QMG•RMG•SEPG•Translation

•Growth•Client relationship

•Cost control•Tracking profitability


Quality Policy• Customer Satisfaction is a key to successful

business. We are determined to be an organization to achieve “Customer Delight” by providing products & services having minimum defects, adhere schedule and cost effectiveness

• We will create a culture of continuous improvement in ourselves and in the value of products and services we offer to the customers.

• We want to continually change and improve various aspects of our organization with the objective of being able to service our customer better and better.


Synthesis• Start with focusing on only key area/objectives• Core Quality Needs : i.e. Minimizing the Defects

& Total Cost to customer, adhering the Schedule• Utilise the best of the resources: i.e. People,

Processes, Infrastructure• Need for continuous improvement• Quality objective to derive quantitative

measurement on each of the above key areas• Over the period expand the objectives to be

measured and monitored and keep improving on the expected numbers


• The perceptions of the user determine the purpose. Quality therefore is a user perception.

• Correctness : Does it as per users agreed on? (Unit Level)

• Integrity : Does it maintain accurate data? (Integration Level)

• Reliability: Does it behave right all the time? (Application Level)

• Efficiency : Does it run as well as it could? (Application Level)

• Robustness: Does it handle invalid data? (Application Level)

Quality & User perceptions


• Few other factors like Usability, Performance, Maintainability, Scalability, Flexibility, Reusability, Interoperability, Audit ability etc offer judgment on Quality.

• These factors to be well thought during Requirement gathering & Design phases.

Quality & user perceptions


• Customer Delight is achieved• It saves the cost of implementation by reducing

the cycle time & efforts required• It is a joy, proud & tremendous job satisfaction

to deliver defect free solution• Enhanced reputation & branding

Advantages


What makes client irritate?• UI OR minor level defects detected within three

hours of the testing post delivery. These defects turn out to be most critical in nature.

• Functional defect detected within eight hours• Defect detection exceeding 1 defect per hourWhat makes client delight?• Timely delivery within budget• Graphics as agreed during requirement analysis • Solution functions as per agreed functionality• Defects detected are really very few during first

day of testing

How does client react?


• Warranty work - that is performed on a product or application for free under a warranty

• Repairs / maintenance - work that is done to fix problems after the solution goes live

• Client dissatisfaction - If a solution is of poor quality, the client may not continue future orders

• Help desk service may be required to address problems client is facing with the solution

• Poor morale - No one likes to work for an organization that has poor processes or produces poor quality solutions. Costs here include increased absenteeism, higher attrition, less productivity and frustration from the staff.

Cost of poor quality


• Lower costs / shorter duration- an initial higher cost to a quality process will result in less rework & reduced project duration.

• Lower team morale due to higher defects in the testing process. If the testing goes smoothly with lesser defects & deliverables being right the first time, team morale will rise accordingly.

• Fewer errors / defects. Higher quality shows up over the life of the solution with fewer defects and errors. If you are producing a product, higher quality means fewer returns, less warranty work, fewer repairs, etc.

Results to be achieved


It’s a cost• Missing project completion deadline• Huge project efforts & cost overrun• Developers frustration• Sales losing the confidence on delivery

capability• Customer dissatisfaction• Organisational branding


At what cost…• Quality is free and have potential • To delight clients• To get repeat business• To grow business• Brand value for the organisation• Employee happiness & feel good factor


Quality aspects• Quality :- There are 2 aspects of the quality• Quality of the project – To adhere to the

requirements specified by client• Quality of serviceability –Aligning to the cultural

expectations & agreements


ObjectivesThere are 3 levels of quality achievements• Organizational level• Management level• Project LevelTo execute the project within agreed• Defect density• Defect Matrices• Test cases & related matrices• To service the client more than the expectations• Response to email, telecon, requests, SMS, etc• Following commitment as per communication/

resolution or agreement


Objectives• Audit should catch more than 1 NC for every 5

projects audited for standard software development processes.

• Project-specific feedback should result in improvements actions for key parameters. This is to help continually fine tune the standard processes to ensure more effective delivery

• Infrastructure : Continuous improvement in various objectives defined by Enablers groups like Education Service, Resource Management, Project Monitoring, Technology Management, Quality Management Administration & Finance


• To achieve Excellence through Quality • To review at each stage of output, to maintain

the statistics and set a feedback mechanism• To deliver the extremely high quality solution to

the customers• Automatic mechanism to deliver quality

deliveries in time thus excellence lasting forever• To minimise the personalities/hero based

approach and drive towards process orientation• Process driven

Objectives


Objectives• Defects: Number of defects detected by the

customer post delivery should not be more than 1 per 3 Person Months of efforts estimated

• Schedule: Project completion extended to maximum within 5% of accepted schedule

• Total Cost to Customer : Customers overall rating (client happiness index) on services should not be less than 4 on a scale of 1 to 5


Objectives• People : We need to continually improve the

quality of deployed resources. • The measure for this will be a combination of:

1. Skills - Business analysis, Technical & soft skills of customer interfaces (onsite & offshore), Technical expertise of the developers

2. Experience – Domain & industry related3. Success rate of the Project Managers


Objectives• Extra ordinarily high reliability

• Have minimum defects• Enhances testing skills

• Through doing certifications in QA area• Through training on ‘How to write test cases ?’• Through training on ‘How to test ?’

• Enhance testing process• Testing Process• Testing Methodology• Building Knowledge base

• Achieve quality objectives


• No. of defects to be within the organizational set objective 1 defect for 3 mm efforts, Reduced cycle time, client delight & reduced total cost

• Client will be more satisfied if quality is better• Higher service quality will make the client

experience more pleasant. This will result in goodwill and may translate into additional sales, or higher margins.

• To charge premium to the customer for higher quality & higher productivity.

• If the deliverables are produced with less effort the first time, the overall productivity will go up.

Expected results


Make a statementTo aim your organisation to be the best in the industry in terms “Defects Delivered Ratio” and thus be able to achieve the organization objective of being an extraordinarily reliable company using..•The best of the tools & technologies•Recruiting the best of the people•Incorporating processes•Measurements & feedback•Continuous Improvements


Mission Statement• To adopt Quality as an intrinsic culture of our

organization

• Quality function is to be called Mission.

• Quality is to be not negotiable• To take organisation to newer height and to be

the lowest in the industry in terms of “Post delivery Defects to efforts Ratio”

• To achieve the organization objective of reliable company

• To save the cost of customers


Quality Management Principles?Basics of Quality Management principles• Customer focus• Leadership• People involvement• Process approach• Systematic approach to management• Continual improvement• Factual approach to decision-making• Mutually beneficial supplier relationships• Understand how these principles can be applied

to CEO management practices


Quality management


Quality ManagementQuality Management is the process that insure the project will meet the needs•Conformance to requirements - Crosby •Fitness for use - Juran •The totality of characteristics of an entity that bear on its ability to satisfy stated and implied need - ISO 8402:1994


Quality ManagementHow will quality assurance and control be conducted?

• Identify Quality Standards

• Quality Assurance

• Quality Control

• Quality Matrices

• Improve

How?

What?

Check

Sometimes performed by a 3rd Party

MeasureNext?


DatabaseDatabase

Defect Tracking

Project Management

The StakeholdersSenior Management

Review Key ParametersReview Customer SatisfactionReview Process Maturity

Process ChampionVerify Process complianceReview SLAs/ DashboardMonitor SQA activities

Project Management/ Dev.Manage Project DeliveriesEnsure Customer SatisfactionProject Resource Management

SQA GroupVerify Prod. /Process QualityCausal AnalysisDefect Trend Analysis

Maint/Integ/Admin GroupNetwork ManagementWorkstation ManagementConfiguration Management

Measures & Metrics

Process Diagnostics

Process Diagnostics

Gap AnalysisGap Analysis

Solution Articulation


Project PlanningProject

Planning

Process DefinitionProcess Definition

Process Implementatio


Reviews, SLAs, Metrics


Implementation model


1/2/2006 6/30/2007

1/2/2006 - 2/15/2006Process Dignostics,

Gap Analysis,Solution Articulation

Project Planning, Review, Approval, Team Formation

3/4/2006 - 9/3/2006Process Definition

Documentation, Review,Approval, Release

9/4/2006 - 6/30/2007Pilot Implementation, Roll-out,

Metrics Collection-Review,Continuous Improvement

DatabaseDatabase

Process Diagnostics

Process Diagnostics

Gap AnalysisGap Analysis



Project PlanningProject

Planning

Process DefinitionProcess Definition





• Major Milestones : Project Planning (Scope, Detailed Timeline, Deliverables etc.): Documentation, Review, Approval

• Team Formation• Processes, Procedures, Policies: Definition,

Documentation, Review, Approval, Release• Training• Implementation: Pilot, Review, Roll-out

Planning, Measurements, Roll-out• Continuous Improvement: Review thru

Measures/ Metrics, Goals & Objectives

Implementation timeline


Quality Assurance Group - QAG


Fact & aimSuccessful business cannot come without Satisfied Customer

Organisation should aim to go beyond ‘Satisfaction’ and achieve “Customer Delight”


• Quality Assurance is a not an enforcing function, but includes all the standards, planning and monitoring processes. It’s orientation towards preventing the defects from occurring.

• Quality Control encourages for detection and correction of defects

• Quality Assurance is proactive and preventative; Quality Control is detective and corrective.

QA & QC


Quality Assurance •Customers are extremely demanding for quality. We must reciprocate their expectations and demands. In the process we improve our delivery capabilities and organization as a whole.

•Org to aim to be the reliable software company which delivers the quality solution hence want to try to achieve lowest possible “Post delivery Defects to efforts ratio”

•It is essential to review all output critically and test the application and ensure extra-ordinary quality of delivery for the customer.

•Quality Assurance Group aims to achieve this


Quality Assurance To encourage• To do first time right, so that there are minimum

possible defects in the output / delivery• To get output reviewed at every phase• To do self code review• To perform unit testing• To do peer to peer code review• To detect as much defects before delivery• To reduce the defects detected by the client• Thus saving cost of the client


Quality Assurance • Define standards, processes, reports, forms &

templates & check lists; complete the check list without fail for each step

• Appropriate defect tracking system to be used• Measure the quality status and progress by way

of effective weekly/ periodic reports• Manage the quality by prevention,

implementation and feedback• Improve using experience & knowledge sharing

Making earth little softerConfidential 61

To improve quality of delivery


• Ownership & first time right drive culture• Reviews – Every deliverable is reviewed by

supervisor• Process for marking completion of the tasks

using check list• Special attention for understanding/confirming

the requirements• Brainstorming sessions, reviews of RA & DD &

SI test cases (PL), Self review for LLD, Code, Unit test cases, testing for developers, audits of these phases; Framework for communication

Quality drive


• Establishing quality framework (measurement, analysis, preventive & corrective measures, tracking & closure and audits)

• HR & RMG framework & Project Structure – Assigning DM/AVP for each projects & teaming with Account managers & OSC

• Governance- To be scalable We need • Guidance and structure• A way to assess improvements• Recognition of our improvement and • To demonstrate the results

Quality drive


Improve QualityImprove Quality

Creating Technical resources•The best resource to create 3 – 4 resources of better capability•To share technical achievement, lessons learnt and spread knowledge & experience•To enhance of technical skills for latest technologies•To set up R & D center•To manage training•To recruit the best technical resources

Reduce CostReduce Cost Improve Productivity Improve Productivity

Organisational Goals


Improve QualityImprove Quality

Delivering the best Quality•To deliver the best possible quality as per schedule with minimum defects•Reviewing deliverables at each level; checking for completeness & coverage•Training in writing/ executing UT, IT & AT•Finding maximum defects in early phases•Measurement & root cause analysis

Reduce CostReduce Cost Improve Productivity Improve Productivity



Reducing delivery time•First time right, Improve productivity, increase efficiency•Inculcating tools, mostly freeware and latest technology, Utilizing open source•Maximizing automation•Following the best practices and processes•Setting up knowledge management center, sharing experiences and lesson learnt•Implementing automation tools

Improve QualityImprove Quality Reduce CostReduce Cost Improve Productivity Improve Productivity



Reducing development cost•Utilization of Open source code and framework•Process improvement•Automation•Minimizing licensing costs•Utilization of Open source code and framework•Capability building and enhancing•Efficient & motivating environment•Controlling indirect cost

Improve QualityImprove Quality Reduce CostReduce Cost Improve Productivity Improve Productivity



• Many organisations witnessed no. of unmanageable defects in pre & post delivery

• Many organisations lost some potential accounts due to bad delivery for ever

• Management of organisation generally go by personalities and their feel about the project than actually reviewing the output at each stage

• Reviews at each stage of the SDLC reduces the risk, efforts and the cost at later stage

Necessity of QAG


• QCG services not to be ‘Optional’ or ‘On Call Basis’, it should be mandatory organisational process.

• QCG acts as an internal customer for projects• Dedicated team for QA Group

QAG - Responsibility


• Responsive• Affirmative & assertive• Good negotiator• Competent• Accessible• Courteous• Good communicators• Credible• Knowledgeable of the client business• Reliable• Commanding• Passion for Quality

Internal customer


Inculcating New Tools & Techniques

Black Box Testing

Review of Test Plan & document

Testing Skill Enhancement

QAG – Key focus areas


The strength on a building is built in its plan

QAG – test plan


• Review Test plan , test cases & execution• Track quality progress • Measure defect leakages• Causal analysis & improvement• Raise early warning signals

QAG – Test Plan


Responsibilities• ITC Review and execution (sample basis)• Periodic defects data collection and analysis• Compiling standard functionalities components• Review of Requirement Analysis & proposal• Review of Functional Specifications• Review of Prototype• Review Unit Test cases & execution (Sample)• Review of Integration & Application Test cases &

execution (100%)• Review of Test results (Sample Basis)• Effort matrix for QA Activities• Defects matrix for QA Activities


Black Box Testing

White Box Testing

• Macro- Project Plan• Requirement Analysis• Functional Requirements• Prototype + ATC• ITC• UTC (Sample)

Reviewed by Technology Group:-•Design Review•Code Review

To be reviewed by Internal Customer

QAG - Responsibility


Methodology


Why• Early warning mechanism• Reduction in number of defects since third party

views• Reduction in number of cycles of testing,

eventually reduce duration & cost & enhance client’s satisfaction


MethodologyShort Term Goals• Teaming• Training• Formalize a process of QA for all projects• Measure Effectiveness of QA • Tune QA processLong Term Goals• Develop testing process• Building Knowledge base• Achieve quality objectives


Quality Assurance Paradox• Software quality must be very high!• Bugs are much more visible than before.• Complexity is increasing• Time to market is critical• Cost control• Does quality assurance conflict with cost control

and time to market?• Can QA actually decrease cost and improve

time-to-market???


Quality Strategy Development• Enhancing the quality of teaching and learning

experience.• To enhance life-long skills of the students that

matched with the demand and requirement of the industry/employer.

• Enhancing the quality of research and publication, etc.


• PM to plan for QCG activities in right spirit right from the beginning assuming internal customer

• To plan complete involvement of assigned QCG member from kickoff meetings, KT session, project meetings, etc

• Project to fulfill the readiness criteria for QCG• QCG member to present understanding to PM• QCG member to be updated for requirements• QCG & PM to decide internal quality objectives• QCG to support PM for defect prevention &

minimising using historical data & experience• To raise early signals to management

QCG – better services


Skill Enhancemen

t

Identify Training needs using Skill Matrix

Identify Training needs using Skill Matrix

Plan training preparing the

calendar

Plan training preparing the

calendar

Execute Training by competent faculties

Execute Training by competent faculties

Measure enhanced skills

& Feedback

Measure enhanced skills

& Feedback

QAG – skill enhancements


Area Description Sad ok HappyBlack Box Testing

Pre-Delivery Defects per Man Month 10 15 20*

Defect detected by customer per 3 man month

> 1 1 < 1

Total Cost to Customer (Task, Review, Rework)

1-2 3 4

Skill Enhancement

Quantify Skill level in the organization in ‘n’ months time

2 1.5 1

Improve Skill level over 6 months time frame by

2% 5% 10%

Number of resources trained (% of Billable team)

2% 5% 10%

Tools and Tech.

Introducing at least 1 new tools / technologies in the organization every ‘n’ months

2 1 0.5

ProcessImprovement

Improve Processes / Define new ones - 1 instance every “n” month

3 2 1

QAG – Key Objectives


• Define & try to achieve Quality objectives• To detect as many review comments, internal

defects during Unit testing & IT/AT (Target 15-20 defects per man-month of efforts)

• To improve quality using defect elimination where defect delivered ratio is not more than 1 defect for 3 man-month of efforts

• Testing of 3 hours should not detect the defect• Conduct Root Cause Analysis• Implement action plan derived after RCA• Training & Building Knowledge base• Achieve high level of satisfaction with the quality

QAG - Goals


Why spend all this time in finding, and fixing, and fighting when you could

prevent the incidents in the first place

- Phil Crosby


• Preparing, publishing & training using the coding convention for each technology

• Conducting technical skill enhancement training• Through design reviews• Through code review• Avoiding repeat issue in the code• Creating standard components & liabrary• Help your peer to make the code clean

QAG – White box testing


• Preparing the detailed test cases• Through Testing during each and appropriate

phase like Unit, Integration and Application testing

• Accepting the challenge that we will find the defect ourselves and not anyone else

• We will ask question .. Why should we be delivering defects…??

• Help your peer to make the code clean• Help your peer to unit test their code

QAG – Black box testing


# Activity Type

1 Review RA document , Prototype (if available) & Functional specifications

100%

2 Review the Application Test Cases 100%

3 Review the Unit & Integration Test Cases sample

4 Conduct Unit and Integration Testing sample

5 Review test results for Unit and Integration testing

sample

6 Review test Application test results sample

7 Conduct Application testing (pre-delivery) 100%

QAG to give GO-ahead based on above results

QAG – Black box testing


• Designing & keep on improving test case format• Training how to write clear & crisp test cases• Writing a good test case is a skill, to be learned• Test cases coverage to be maximum• Efficient process of Task, review and rework• Appropriate & Higher skills is higher productivity

and lesser cost• Improving skills through sharing experience and

knowledge and by way of training• Skill enhancement is growth in personality • Test cases though well written might not cover

100% scenarios, so testers skills can play a role

QAG – Skills enhancement


•Executing Test cases is important process to check the functionality so test cases to be reviewed & enhanced

•Phase wise (Unit / Integration/ Application test cases)•Module wise matching to functionality•Aim to cover maximum functionalityPurpose is to•Track depth of understanding•To detect gap in understanding the functionality•Measure defect leakages and •Raise early warning signals

QAG – review o test cases


• Using apt tools and technologies can boost productivity considerably

• Your two hands can do a lot, but not all

• Evaluate new testing tools and technologies

• Conduct training on new tools and technologies

• Publish white paper / develop proto application

• Help projects with new tools and technologies

QAG – Tools & Technologies


• Using tools and technologies we can improve productivity which in turns help to reduce the cost

Tools • Code Quality Tools ( Open Source) – Emma,

Junit, Findbugs, Checkstyle, JDepend and CPD.• Code review checklist• Recurring Issues Checklist • Internal Checklist - based on live issues and

testing feedback of previous releases (knowledge management)

QAG – Tools & Technologies

Making earth little softer93

• Need to spread awareness for Standard Code defect detection & Quality measurement tools

• Emma – Code Coverage Tool to find percentage of code covered by Junit test cases.

• JDepend – Dependency checker to find interdependencies within the java code.

• CPD – A tool to find out the duplicate code that means that bugs can appear in several places. It means more compilation times & bigger binaries

• FindBugs – A tool to find bugs in Java programs. It looks for instances of "bug patterns" --- code instances that are likely to be erroneous.

• Checkstyle – if java coding standards followed

QAG – Tools & technologies


Quality Control


Project RAG Status

NOTE: Pl update the RAG status from spectrum for last 4 weeks. If any of the parameter is Red / Amber, pl update the action required and status for the current week.

Parameter Last Week -1

Last Week

Current Week

Action Required

Status Target Date

Budget

Scope

Effort

Schedule

Resource

Quality


• Functionality related gap between expectations of client and actual delivery

• Defects are injected during Requirement analysis, High & Low level Design and coding phase.

• Continuous reviews help to prevent/ remove defect injection

• Rigorous testing during Unit level, Integration and application level testing detect the defects.

RA R Design R Coding R UT IT AT

Achieving Quality


Reviews• Review helps • To confirm client’s requirements• To detect defects in early stages• To reduce rework at later phases


RA Design Coding UT IT ATDef

ects

in

syst

em

Various Phases of SDLC

To be at better quality after every phase

• Removing defects by reviewing & testing• From each deliverable• At each phase

Reviews & Testing


Team structure & reviews

PMO Reviews

PMO Reviews

Reviews of deliverables of each member at every level by supervisor help improving quality

Creating proposal Project Plan, ReportsFollowing Process & best practicesReview of DD, Coding conventions

Reviews of Proposal; Reports, EscalationsCompliances of the best practices, client management & business growth

Creating DD, Design Framework, Coding convention, Reviews of deliverables of Developers & testers

Creating Specification, Code, Unit & SI test cases, Testing, etcCompletion checklist, Self review


Reviews• Assuring:-• Quality of design document impacts quality of

the code & the test cases.• To identify the right resource for the reviews

depending on entity to be reviewed• Assuring incorporating review comments• Reviews are discontinued when progress is

delayed. To assure to have reviews as planned• Tracking review efforts & duration for each entity

(like code, unit test cases, etc) (e.g. review time per page)


Reviews• Deciding on review density before starting the

activity• Review comments expected to reduce on repeat

cycle• Cause for concerns• No. of review comments & No. of major

comments are not decreasing on progress as expected is indication of unstable quality

• Volume change of entity (e.g. no of pages for design doc, no. of test cases, etc) pre & post review


Code reviews• Build detailed code checks into the development

process• Make it impossible to release code that violates

these checks• Few errors would only be discovered by code

reviews or testing• Many errors only occurred on specific datasets


Performance testing• Execute to check performance of each query• Create database as appropriate• Compile & Check manually all the queries

individually for performance time, keep record• Every SQL statement is run against multiple real

world customer databases• Improve/ optimise the queries• Log the bugs for worst performing statements


Issue Management• Issues are restraints to accomplishing the

deliverables of the project. • Typically identified throughout the project and

logged and tracked through resolution.

Issues impact cost, time, quality, most important is reputation and branding!

Types of issue – Minor, Normal, Major, Critical, BlockerMinor issue is dangerous!


Issues/Risks (non-financial)

Highlight highest risks for management attention


Metrics-Development & Enhancement

NOTE: Pl highlight the summary from the metrics report

Work Packets

Effort Variance

On-time Delivery

Defect Density

Field Defect Density

Productivity COQ Review Effective

ness

Goal Actual G A G A G A G A G A G A


Metrics-Maintenance & Support

Provide the SLA compliance summary If you use any tool provide the snap shot of the same.

The number of tickets includes the new received in the reporting month as well as the backlog from previous months

Priority Number of Tickets/Faults

Response SLA Compliance%

Resolution SLA Compliance%

Remarks

Goal Actual Goal Actual

P1

P2

P3

P4


ASSIGNED

INVALID

CLOSED

DUPLICATE

LATER

REMIND

FIXED

VERIFIED

REOPENED

WONTFIX

WORKSFORME

NEW

REASSIGNED

Tester

Upload Snaps / Doc / XLS ,Steps to reproduce bug,Ref. to Db Backup in CVS* Bug Detected During* Bug Injected During* Severity

PL

Bug PriorityAssigned To (Induced By)Reassign To

Tester

PL

Developer

Should the Bug be fixed?

PL

PL

Recurrence of the Bug?

Yes

No

Yes

No

UploadTest Result Snap

Ref to Bug Analysis Template in CVS

Issue tracking flow


Testing Improvements• PM decides on type of testing - automated or

manual or both• 400% increase in automated regression tests in

the same efforts • Tests created for all key business flows• Created by dedicated product QA teams• Used for

• Ongoing maintenance/bug fixes• Platform certification (e.g. Linux)• Technology certifications

• eBusiness Flows certified prior to release• Progress measured daily, and reported


Prerequisites of TestingTest Cases• Latest & Completed test cases documents from

CVS (or any Configuration management tool)Test Environments• Document that gives the details of H/W and S/W

required to start testing• Identical environment which client would have

while going live• Development environment• Testing environment


Flow of Testing• Test cases• Test Data• Unit Testing

• Screen Layout, look & feel• Screen Validations • Functionality

• Integration Testing• Application Testing• Users Acceptance Testing


Testing GuidelinesWhy the testing guidelines?• “Test cases may not cover 100% aspects thus

extend your thoughts beyond the written statement of the test case.”


Who should testThere are 2 possible actors• Developers to execute 100% unit testing• Reasons being they take the entire ownership of quality of the

delivery• Second possibility is dedicated testing team executing test cases• Testing being skill of expert!


Unit Testing - UITo use a check list & test for following• Consistency- Control sizes• Basic functionalities• Tables, navigation to next page• Search listing result• Validation error message• Layout (as per Prototype)• Spelling Mistakes• Font (Type & Size)• Icons display• Color Scheme• Screen resolution


Unit Testing - UI• Tab sequence & Text selection• Links (Check each link to ensure it works)• Current selection indication• Alignments (Text, Numbers, Row, Column)• Compatibility with various browsers• Duplicate display of information• Mention of Copyright


Unit Testing - Validations• Field type & Size (Numeric, Alphanumerical,

Database field width)• Formatted fields (e.g. Date, E-mail, Phone

Numbers, Security ID)• Mandatory Fields• Messaging (Alert, Warning, field message,

message post submissions, sequence, etc)• Database Records verification• Verify the values stored in database for Radio

buttons & Checkboxes• Test spaces trimming (leading & trailing spaces)• Update By & Update on fields


Unit Testing - FunctionalityTo use matrix of screens & functionalitiese.g. File Upload/Download•Try all types of files – image files, office files, animated GIF•Try downloading files – verify they don’t contain garbage•Search using special characters like (%,_,’ etc.)Sorting functionality - Check the number of records before and after the sorting are same• In case of mailing functionality, check for non-existing e-mail address. (The mail should be returned back to some preset mail address)


Unit Testing - FunctionalityTo use matrix of screens & functionalities•Test User login Case Sensitivity•Test the dependant behaviors of the controls•Enabling / Disabling based on some actions•Data shown in Popup Screens based on some actions (Refreshing)•Language Support Test (Wherever applicable Japanese / German/ French, etc Input)•Test readability by changing encoding type in the browser


Integration Testing• Refer Integration Matrix while testing• Enter boundary values (Min , Max, 0 , negative

etc)• Errors occur when values passed by once

screen are used in calculations on other screen


• Testing Business Transactions• Refer Screen Flow Diagrams while identifying

Business Transactions• Identify the User Roles to perform testing (Sales

Person, Purchase Manager, Dispatch Person OR User , Administrator)

• Ensure Test Data Variety & Test data Volume• Roles & Rights testing (Test for access rights)• Logging Mechanism testing (Errors and User

Actions)• Deployment Testing (Perform Deployment as

per the Deployment Document)

Application Testing


• Application Menu should be in sequence of the functionality• User Management->Master Data Mgt-> Order

Entry->Purchase Mgt->Dispatch• Navigation

• Using Browser ‘Back’ & ‘Forward’ buttons• Using ‘Back Button’ & ‘Links’ in the application

• Browser dependency • Test for all the browsers as per client request

(Min should be IE & Netscape)• Disable Cookies and try to login or perform

Transactions

Application Testing


• Perform transaction using multiple instances of application, Open other applications like (Word, Excel, Access, Others) • Quick Actions in the Application • Click Submit button twice• Switch between the screens quickly

• Enter data in one instance & try to see it immediately in another instance

• Random operations • Enter any number of characters and click

anywhere• Clicks on read only area

Application Testing


• Copy Paste of the URLs • Copy URL after Logging in and paste it in

another instance of browser• Same operation while in the middle of a

business Transactions• Session Timeout verification (test for < / = / >

defined timeout value)• Disconnection Test (to verify there is no

inconsistent data generated)• Disconnect Net connection in the middle of a

transaction• Stop Database service while transaction is in

process on the client

Application Testing


• Reports printing • Print Multiple Pages• Try to print without installing any printer driver• Verify Report Margins for the printed copy• Status related tests (Display only ‘Active’ / ‘Live’

records)• Multi-user Testing• Concurrent users (Different users / users with

different roles)• Concurrent Transactions (Add / Update /

Delete / File Upload)• Locking Issues Test• Common Tests…ref file

Application Testing


How Much Testing Is Enough?• There is always one more bug…• So how much testing is needed to find “all” ?• Cost• Time to market• Feasibility• Rate of detection of defects• Industry-specific standards• To predict how many bugs will be in a release?• In order to provide correct budget and schedule

estimates, QA managers need the means to predict fault levels.


Types of defects• Blocker• Severe/ Critical• Major• Normal• Minor• Trivial• To publish phase wise defect data for each

module for above types• Responsibility wise

Sample statistics


Update defect passbook at end of day and check status and trend

Defect passbook


QAG measures QualityQAG tracks and measures quality using following template

Organisation


Quality measurement

No. of defects 1effort in manmonths 3Loc per hr 10Lines of code 4800no. of defects 1% of defects to LoC 1*100/4800=2.1%Achieved quality 97.9167%

• 1 defect detected by customer for 3 man months of efforts is said to be fairly good quality

• Count each type of defect (minor, normal, major, critical or blocker) ; Minor defect is worst!


Measure where are you• To set a quality baseline & remain determined• To seek feedback• To measure and conclude current levels from

desired level• To draw action plan to be at set goal

0

1

2

3

4

5

6

7

8

Vertex NTTD

Desired level

Current Level

Current level Desired level


Aim for Defect Metrics (sample)

Phase Metrics UnitLower Limit

Average

Upper Limit

Requirement definition

Requirement documents

Review comments

Per 100 pages

9.8 15 24

Design

Detail design (DD)

Review comments

Per 100 pages

7.6 13 21

Program design (PD)

Review comments

Per 100 pages

4.9 12 30

Coding

Unit TestingTest Case

DensityKLOC 65 110 170

Defect density KLOC 3 6.4 9.7

Integration Testing (SI)

Test Case Density

KLOC 16 39 92

Defect density KLOC 0.7 2.2 3.6

TestingSystem Testing

(PT)

Testing density KLOC 2.3 9.5 39Bug detection

densityKLOC 0 0.7 1.4

Entity which is measured, can be managed well


Bug content analysisPhenomenon Action example

Module having major change

Suspend test workReview of design document, review of source code with the designerEnhanced test according to test items, bug contents

Test density < allowable range

Enhanced test according to test items, bug contents

Bug detection density is less than allowable

Enhanced test according to test item, bug contents

Bug detection density exceeds allowable range

As per 1 above


Bug content analysisPhenomenon Action example

Bug cause Problem of defective specification

Re-check specifications for client, business Design document review with an expertIndetermination of specifications of design doc. ambiguous part

Bug cause Problem of development from specification

Confirmation of specification to designerReview of design document & source code with the designerClarification of implementation, implementation method

Bug - Other than specification

Thoroughness of walk through and source code review

Occurrence type Environment

Specify reason according to occurrence period, contentsRe-examination of test environment, system


Bug content analysisOccurrence type Action example

Operational error, without reproduction, identification mistake)

Review of test item, processRe-adjustment of design document, test environmentEducational guidance to designer

Coding/ modification mistake

Thoroughness of source code review

Occurrence of important bug that impacts test progress

Suspend test workReview of design document & review of source codeEnhanced test according to the test item, bug contents

occurrence of similar bugs

Check the latency of a similar bug in another module


• No. of pages/ characters of design document & LOC of the code

• Check planned No. of test cases (a statistical index page for test cases shows the progress)

• Test cases planned & actually execution• To capture No. of test cases executed on daily

basis and cumulative basis• No. of defects detected on daily and

cumulative basis – check if volume is apt• Calculate defect density–check if volume is apt• Check if any delay in execution, understand &

remove the delay

Quantitative analysis


•Check the pending test cases on daily & cumulative basis – check if volume is apt

•Bug fixing on daily and cumulative basis - check if volume is less or more

•Check if any delay in fixing, understand & remove the delay


Matrix Analysis

Test density Low Target value Upper limit

Bug Density -Low Less Bugs detection

Retest adding few more test cases

Member skill level?

Target Value Write additional test cases

Judge verification of the result qualitatively

Judge verification of the result qualitatively

Upper Limit Multiple bugs occurred

Multiple bugs occurred Suspend testing, get into other measure like code review, etc


Quantitative analysis# Category Details Type1 Specification

InadequacyDescription Inadequacy Interface Error

Logical ErrorData definition errorTable definition errorFormat ErrorOthers

Wrong descriptionAmbiguousStandard ViolationDocument not correctedDocument not consistent

2 Issue while deploying

Slipping over the specificationLack of understanding the Lack of confirming the specificationInsufficient investigation of specs

3 Issues except the matters related to specification

Less knowledge for language usageHalfway publicize / communicationStandard violationNot checked while re-usingNot checked while modifyingUnforced mistake


• Root cause analysis – assign root cause to each bug & conduct analysis (fishbone diagram)

• Severity wise• Developer wise• Tester wise• Defect injection phase v/s defect detection• Defect injection phase v/s root cause• Daily status (like a bank passbook)


Defect detected RA-Review HLD, IT -Review LLD, UT-Review Code review UT IT AT

Defect injected

RA

HLD

LLD

Coding


Process• This PCB is released as Organization PCB• This PCB should be referred to when providing

Organizational Data to the customers• Each project depending on the size, complexity

and customer requirement shall define the metrics for the project.

• This would be done in Process Plan as part of the project initiation.

• In case the project targets are outside the UCL or LCL limits an approval would be required from the respective VP.


PCB Contents• Productivity Data• Phase wise effort distribution• Effort – Actual Vs. Estimated• Schedule – Actual Vs. Estimated• Defect Metrics


Productivity Data

LOC/ １MM

Productivity LCL Target UCL

Java 700 1000 1300

VB.Net 800 1500 2200

C# .net 700 950 1200

C 700 1000 1300

This data applies to all the efforts spent on all SDLC Phases – from RA to Acceptance testing

To finalise parameters for data to be capturedTo create PCB data for each projectThus organisational data will be createdAnalyse & use the data


Plan to Collect Data• PCB shall be updated every three months, End

of every quarter - Jun, Sep, Dec, and Mar• For development, testing & maintenance project• Finalise project metrics during kickoff of project• The project metrics collection plan shall be

finalized as part of the project initiation process (Process Plan)

• The projects shall contribute Phase End data or Milestone data every six months

• To share PCB data during project closure


Project ClosureTo conduct a meeting with all stake holdersTo share following information estimated & actual• Efforts• Schedule• Defect Matrices• Profitability• Client happiness IndexDetailing• Key learning• Best performance• What next?

Remember


Processes


Defining RoadmapCommunication to

management & Sales

Appointing LeaderTeam Building

Consensus of Roadmap, Governance & Operations

Communication to All

Framework (Analysis, Measurement, Reporting,

Methodologies, Checklist, Team building, Asset management,

PCB, Calendars, Institutionalization)

Delivery running like an Engine

When…time frame


• Determine the appropriate review participant for each project (Internal customer)

• To receive the review material• Conduct the timely reviews• Send feedback review to the project manager• Interact till all points are closed • Conclude the review

Process


Process Improvement• CMMI-assessed organizations measured and

reported clear improvements• Productivity• Quality• Schedule• Cost• Customer Satisfaction• Mean Return on Investment • measured = 4.8 : 1• Varies from 2:1 to 27.7:1!• They say, quality is free!


Quality Management, Control & AssuranceMeasurement & Analysis

Prevention & Improvement

Quality Management, Control & AssuranceMeasurement & Analysis

Prevention & Improvement Process change

InitiativesAcceptance

Process change Initiatives

Acceptance

Process ImprovementTraining & Education

Implementation

Process ImprovementTraining & Education

Implementation

StructureStructure

PeopleSkills

PerformanceReward

DevelopmentLeaders

PeopleSkills

PerformanceReward

DevelopmentLeaders

Software SolutionsDeliveries

Client DelightMore

business

Software SolutionsDeliveries

Client DelightMore

business

Project ManagementPlan, Track, Monitor & Control, CommunicationEffort, schedule, Quality, Cost, Resource, Risk

Project ManagementPlan, Track, Monitor & Control, CommunicationEffort, schedule, Quality, Cost, Resource, Risk

Business process improvements


Unique Innovative Functionality

1

12

Telelogic provides key functionality• CMMI compliance• Strategic QA• Project scheduling• Effort estimation• Causal analysis• Process enforcement• Duplicate management


ISO9000-2001

Certified

SEI CMM IV

AbilitySEI CMM V

(Target)dd-mm-yyyy

(Target)dd-mm-yyyy

• To prepare a realistic plan with target dates• To seek consensus from all stake holders

Quality certification


• Capability Maturity Model – A non prescriptive Reference Model or a framework

• In-built flexibility allowing organizations to define their own processes, templates, forms, reports etc. to suit their needs, culture, practices etc.

• Different models for different purposes (Software Development, IT Services, People Management ,etc.)

• Based on evolutionary improvement path• Focus is on the organizational process maturity

and not on individuals / individual services or projects

CMM - Overview


5 - Optimizing

4 - Managed

3 - Defined

2 - Repeatable

1 - Initial

ContinuouslyContinuouslyImprovingImproving

Predictable Predictable

Standard, ConsistentStandard, Consistent

Disciplined ProcessDisciplined Process

Ad-hoc ProcessAd-hoc Process

Five steps staged Framework


CMMLevel 3 – Defined

-- peer reviews, intergroup coordination-- software product engineering-- integrated software management-- training program-- organization process definition & focus

Level 2 – Repeatable-- software configuration management-- software quality assurance -- software project planning, tracking and oversight-- requirements management

Level 1 – Initial


CMMLevel 5 – Optimizing

-- process change management-- technology change management-- defect prevention

Level 4 – Managed-- software quality management-- quantitative process management


Audit-Definitions• Discrepancy: a condition averse to quality,

violation of specified requirement, because of • Lack of system/ method/ procedure - this is

system discrepancy • Lack of implementation or practice not in line

with the intent - implementation discrepancy• System or practice is not effective -

effectiveness discrepancy• Non Conformance (NC) • Clear case of deviation from the stated

intentions or arrangements (plan) or absence of a system to meet the requirement


Audit-Definitions• Major NC: Significant non-compliance with

specified requirement & failure of system• Significant number of instances of minor failures• Minor NC: minor problem warrants for attention• an isolated witnessed incident of failure to

comply with the procedure• Small deviation, which if left unattended, could

lead to a problem in future or a failure in some part of the system

• Observation : Factual information gathered • Strengths :Practices observed that are better

than the normal


Audit-Definitions• Correction • Refers to repair, rework, or adjustment and

relates to the disposition of an existing non conformity

• Corrective Action • Relates to the elimination of the causes of a non

conformity• Preventive Action • Action taken to eliminate the cause of a potential

non conformity, defect or other undesirable situation in order to prevent re-occurrence


Audit Process

Audit PlanningAudit Planning

Audit ReportingAudit Reporting

Audit PreparationAudit Preparation

Audit ExecutionAudit Execution

Audit Follow-upAudit Follow-up

Audit AnalysisAudit Analysis

Corrective /Preventive Actions

Corrective /Preventive Actions


Process Improvements• Iterative Build Process• For Each Build • Upgrade Previous Versions• Installation Tests• Automatic Coding Standards Checkers• Review Documentation• Consulting Tests Setups & Flows• Central QA Tests Flows• Product QA Teams Test Flows/Products• Measure Everything• Install Issues, Product Bugs, % Tests Complete


Development Process Overview

Product Deliverables

•PrioritizedList of ReleaseCandidates

•S & A documents for Release Candidates

•PreliminaryRelease Plan

•S & AReview with Key Sponsors

•Updated Release Plan•Database Diagrams•High LevelDesigns •High LevelDesign Review

•Final Release Plan

•DetailedDesigns

•DetailedDesign Review

•Unit and SystemTest Plans

•CodedModules

•Formal CodeWalkthrough

PreliminaryPreliminaryRelease PlanningRelease Planning

StrategyStrategy& Analysis& Analysis

High LevelHigh LevelDesignDesign

DetailedDetailedDesignDesign

BuildBuild

DesignDesign

Applications Development Process

Bug/Error Feedback LoopCustomer Feedback Milestones


Development Process Overview

Product Deliverables

•CertifiedUnit Tests•CompletedUnit TestChecklists

•CertifiedSystem Tests•System TestRegressionTests

•CertifiedIntegration Tests•Integration TestRegression Tests•CompletedPerformanceTuning•ProductDocumentation

•SatisfactoryFeedback•Final ProductDocumentation(Bound)

•Shipping

Applications Development Process

SystemSystemTestTest

IntegrationIntegrationTestTest

CertificationCertificationTestingTestingUnit TestUnit TestBuildBuild ProductionProduction

ReleaseRelease

TestingTestingBeta/Beta/

CertificationCertification

Bug/Error Feedback LoopCustomer Feedback Milestones


Experience – case study


The mistake made• Manager makes mistakes in project execution• Wrong estimation• Not freezing the requirements, specifications &

documentation and sign-off• Timely team building & Resource talent• Research on technologies, Implementing coding

conventions• Critical reviews and Traceability between RA,

design & coding • Quality Assurance & Control; Process

compliance• Client expectation management


The problems faced• Limited budgets of client• Requirements changes• Increased the development time & efforts• Potential to make system unstable• Implementation of few functions which could be

taken in next phase• Project tracking became difficult; lot of time of

project manager spent with client in VC meetings


Issues & resolutionIssue Resolution

Educating managers Training & sharing case study

Budgets on quality Need to be budgeted

Parameters measurement Create format, assign responsibility

Authority & responsibility To authorize PM/DM while expecting responsibilityToo many interventions to be avoided

Bandwidth of PM Dedicated front end team member for client communication & reportingPM must focus in managing project

Estimation skill Education, Experience, Training

Reviews of every deliverable

Audits and measurements


Software Problems• No “fundamentals laws” of software• - Complexity• Extreme modifiability• - Software is easy to change• - Difficult to control changes• - Significance of changes• - Defects• Technology churn• - Structured development process plus testing• Very low manufacturing cost• - Software quality: Primarily a design issue• No borders -----Philippe Kruchten


Several serious problems happen in real project.Cost

20MM (Client) 20MM

(Client)

65MM (Org)65MM (Org)

Estimation

Scope

A lot of discussion happened

A lot of discussion happenedGap

can’t charge additionallycan’t charge additionally

Losing business & Relationship

After External Design

After External Design

A lot of request comes

A lot of request comes

Analyze CR or Defect

Analyze CR or Defect

Almost of them are CR

Almost of them are CR

Spent much time

Scope is increasin

g

Spent much time

Common problems


Schedule

Cost and Scope is increased

Cost and Scope is increased



Spend much time

Schedule remains

the same

Phase I Phase II

ED, ID, Coding

UT, SI

Common problems


A lot of problems in Cost and Schedule

A lot of problems in Cost and Schedule

Before handling only on quality issue, we need to tackle the bottleneck real issues

Before handling only on quality issue, we need to tackle the bottleneck real issues

Objective

Deliver realistically and success fully

Quality ImprovedQuality Improved

OutputOutput

Missing•Coding Standard

•Strict Process

Missing•Coding Standard

•Strict Process

Focus on the serious issues in Kaizen Activities

Focus on the serious issues in Kaizen Activities

95 % 5 %

Conclusion


Strategic Quality Planning


Strategic Quality Planning

Vision Development Through Quality

Innovations

Vision Development Through Quality

Innovations

Corporate StrategiesCorporate Strategies

Quality Strategy Development

Quality Strategy Development

Quality PerformanceObjectives

Quality PerformanceObjectives

PerformanceMeasurement Performance

Measurement Quality Action

PlansQuality Action

Plans

Key Stakeholders’

Feedback

Key Stakeholders’

Feedback

Quality InitiativesIdentified

Quality InitiativesIdentified

Staff Engagement

Staff Engagement

Benchmarking(e.g. AUN-QA)Benchmarking(e.g. AUN-QA)

AlignmentAlignment


Services to achieve quality


Services to achieve Q


How..delivery mechanism


Simple things…governance


Cheers- delegate & motivateHow to delegate effectively

Choose Resource based on track record & potentialCommunicate clearly

Communicate expectations clearly, exact nature of the tasks, Avoid ignorance

Set realistic targets

Understand potential, capability, experience & energy while setting the tasks

Monitor progress

Indicate clear milestone, define % completion in agreement, check list to declare the completion of the tasks, seek inputs on daily basis

Get & give feedback

Seek updates on performance, check the results, ask the supervisor & give feedback setting / reminding the expectations

Encourage accountability

Encourage commitment & time from team members to complete the tasks as planned; to cover up if lagging, challenge their ownership


Cheers- delegate & motivateHow to motivate the teamQuestion motivation

Understand reasons liking of challenges, status of the assignment, recognition, salary, security & stability. Understand liking & disliking & act; demand high standards of them & encourage hard work, think something new always.

Recognize good work

Credit members for the tasks well done, be specific on compliment,

Steer them Understand the resistance to change, get the agreement sharing the cons of the old system, support while establishing the change

Encourage change

Select employee who dares & like the change, Support & guide to take more, share success story

Set up appraisals

Appraise regularly, focus on hard facts & quantify., set up measurement


Top items to achieve Q• Quality drive across organisation- Ownership &

first time right drive culture• Reviews – Proposal reviews by DM, process for

marking completion of the tasks using check list, Special attention for understanding/confirming the requirements; Brainstorming sessions, reviews of RA & DD & SI test cases (PL), Self review for LLD, Code, Unit test cases, testing for developers, audits of these phases;

• Framework for communication & governance• Project monitoring office implementation


Top items to achieve Q• Establishing quality framework (processes,

measurement, analysis, preventive & corrective measures, tracking & closure and audits)

• Project Cost Estimation & proposal• Software Project Planning, Project Tracking &

Scheduling, Requirements Management• Development, reviews & testing• HR & RMG framework & Project Structure –

Assigning sr manager to each projects & teaming with Sales, Account managers & OSC

• Education of PM & resources• Governance- To be scalable


Q1-Q2 Q3 Q4

Focus on Basic Project Mgmt, Risk Mgmt. & Customer

Mgmt

Implementing the learning & best

ways

Define Org. wide Processes &

Review / ControlAwareness,

Training & Pilots (SST, Sales,

PMPL)

Strengthen Delivery Mgmt, QMG, TMG, & &

coordination

Governance & coordination

Continual Improvement

Stringent Implementation of Processes & best practices

Reorganize and Strengthen Talent

& skilled resources

Delivery Organisation Road Map

Predictable, Repeatable,

Reliable Defined, Managed, Optimised

Quality Schedule Customer

Satisfaction

Successfully Complete Current

Projects & get stability in

Delivery Org.

Improve Repeatability / Reliability in

Delivery Organization


Vision

Kno

wle

dge

/ Tec

h. M

anag

emen

t

Right Facilities

Right Skills / Motivation

R

ight

Man

agem

ent

(Pla

n/M

easu

re/C

ontr

ol)

Right Processes

Rig

ht

Com

mun

icat

ion

Trust and Comfort Feel

Qua

lity

of R

espo

nse

Value for Money

Tech./ Domain Skills

/ Experience

Spe

ed o

f Res

pons

e

Human Resource Management

Faci

lity

/ Inf

rast

ruct

ure

Right Skills / M

otivation Finance Management

EXECUTION

MARKETING

ORGANISATION

Minimum Defects Timely Delivery Minimum TCC


Thank You

Author has worked at as Sr management professionalVertex Software, now NTTDataTech MahindraSoftBridge Solutions, India& extremely thankful to these organisation for offering exciting opportunity to work in related areas, gain experience & contribute& a gentleman having deep passion about quality..Mukand Bhagwat

4 earthsoft - full and full - quality in software organidation

Business

earth little softerindex

quality focus4

finance management

resources skill enhancement

strategic quality planingindex

testing skills review

process management7

right resources