QMS Overview
DH/RH Module
Session Expectations
• Understanding the Current QMS from DH/RH’s Perspective
• Obtaining overview of the DH/RH’s role specific activities in a BU
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QUALITY QUALITY POLICYPOLICY
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To satisfy ourTo satisfy ourcustomers by customers by ensuring that ensuring that the the products and products and services we services we provide meet or provide meet or exceed exceed customer customer requirements requirements and and expectations.expectations.
Process StructureProcess Structure
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Project Knowledge Base, Process Database
Templates
TailoringGuidelines
Methodologies
Life CycleProcesses
Project MgmtProcesses
Support Processes
Quality PolicyManual
Training Kit Standards
WorkInstructions
Quality Policy Manual
• Quality Policy Manual states the policies of Mahindra Satyam as applicable to the – Development and Maintenance of software– Engineering– Internal support services– Consulting Services– Managed infrastructure and Technology support
services
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Quality Policy Manual
• For example,– In order to proceed with software development,
the customer’s complete, unambiguous set of functional and non-functional requirements shall be documented• By Mahindra Satyam, or• By Customer and reviewed by Mahindra Satyam
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Methodologies
• Methodologies describe the life cycle phases for a particular project, depicting the ETVX (Entry, Task, Validation, Exit) criteria
• For example,– Object Oriented Methodology– E-Learning Methodology
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Processes
• Processes are also referred to as Procedures• Processes depict the sequence of activities to
perform a task, and the corresponding responsibilities
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Processes
• Project Management Processes• Life Cycle Processes• Support Unit Processes
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Project Management ProcessesProject Management Processes
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Processing Project Proposals
Project Initiation
Project Planning
Project Tracking and Monitoring
Delivery and Deployment
Project Closure
Project Metrics
Risk Management
Configuration Management
Project Estimation
Inspections and Reviews
Main Processes Generic Processes
Conducting Contract Review
Defect Prevention
Life Cycle Processes
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Requirements Gathering and Analysis
Design
Construction / Unit Testing
Integration
System and Acceptance Testing
Warranty
Programming Guidelines
Support Processes
• Processes for the activities of Support Units• For example,– Corporate Quality Processes– N & S Processes
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Overview of Project Life Cycle
Overview of Project Life Cycle
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Processing Project Proposals
Project Initiation
Project Planning
Delivery and Deployment
Project Closure
Conducting Contract Review
Project Tracking and Monitoring
Project
Acquisition
Estimation
Project
Planning
Project
Execution
Project Acquisition
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Proposal Preparation
Customer
MasterAgreementSends ‘or’ PO
Review
Review
ReviewWOs
Request for Proposal
Sends Proposal
ProjectPlanning
Sends
Project Acquisition – DH/RH’s Responsibilities
• Ensure adherence to QMS while processing– RFP from external customers– In house requisition from internal customers
• Approve projects for skill / competency building in new technology areas
• Review the basis for Customer’s rejection, if any, of the proposal, along with the proposal team and the receiver of the RFP
• Review the analysis of data on proposals submitted, proposals accepted and rejected by the BU
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Project Acquisition – DH/RH’s Responsibilities
• Approve the initiation of projects where a formal contract is not available.
• Control contract related deliverables like Signed Contract or Purchase Order/Work Order
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Project Planning
A
Identification of PL
Project Kick-offmeeting
Access toOn-line systems
B
Project Informationin SPR
Resources from RCC
Resources from SSUs
Negotiations
Project AcquisitionProject Initiation
Project Initiation – DH/RH’s Responsibilities
• Provide necessary documents/relevant information for initiating the project
• Approve billable and non billable projects
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Project Planning
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B
Inputs for Project Planning
C
Project Estimation
Risk Management
Identification of Roles and Responsibilities
Project Plan Preparation
Defect Prevention
Project Execution
Project Initiation
Project Execution
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Project Delivery
Project planning
Status Updation(TSMS)
(MS Project)
Customer Communication
Organization of Team
Training to Team
C
D
Project Tracking
Project review meetings
Work Execution
Work AllocationConfiguration Management
(VSS)
Inspections/Reviews
AuditsMetrics TestingDefect
Prevention
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Project Closure
Project Tracking
Acceptance
E
D
Onsite Installation
Software Replication & Delivery
Project Delivery
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Project Closure E
Release of Manpower and Terminals
Taking Back-ups
Revoking access toOn-line systems
Handing over Project File to Library
Project Delivery
Project Retrospective Meeting
Project Retrospective Report
Best Practices and Lessons Learned
DH/RH’s Responsibilities at BU
Level
Alliance Management
• To be in charge of all the operations of the Alliance as per the agreement.
• To ensure that the Alliance operations meet the mutually agreed Service Levels and Objectives
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DH/RH’s Overall Responsibilities
• To ensure that all types of resources are made available in Mahindra Satyam in a timely manner for effective implementation of QMS and addressing customer satisfaction.
• To ensure that the Quality Policy and the QMS are followed by all the levels in the Group
• To ensure that the responsibilities and authorities of the associates in their Group are defined and communicated, as relevant.
• To ensure that appropriate communication takes place in their Group.
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DH/RH’s Overall Responsibilities
• To ensure that quality objectives are established at all relevant levels in their Group ,in line with the overall quality objectives of Mahindra Satyam
• To ensure Business Continuity and Information Security in their respective Groups
• To ensure that customer requirements are determined and fulfilled with the aim of achieving customer satisfaction
• To participate in the corporate and Group level Quality Management Review meetings
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Terminology Refresher
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Estimates Project Metrics
Metrics Baselining
Project Knowledge Base (PKB)
Suggestion Handling Inspections
CAR and DP
PMR and QMR - PMR PMR and QMR - QMR
Team Charter Shared Vision
DAR OIDPareto Analysis
Estimates• The initial estimates would be arrived at during Project
Acquisition Phase– These estimates are communicated to the customer– These estimates form input to estimation at Project Planning
Phase
• The estimates at project planning may differ from those at project acquisition– These estimates are internal to the project (may not be
communicated to the customer)– These estimates are used for tracking the project– Required planning need to be done to cover the discrepancies
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Project Metrics• Measure
– Measures are numerical values assigned to software attributes. E.g., 80 Lines of Code (LOC)
• Metrics– a metric is a combination of measures that provides insight into software
development. E.g., • 80 LOC per person day(a ratio)• Planned 8 person days;Actual 10 person days (a comparison)
• Metrics Analysis– The use of metrics data to
• compare the performance of the process against the target• identify problems• assess problem impact• project an outcome, or• evaluate alternatives related to issues
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Project Metrics• The objective of Quantitative Project Management is to manage the
performance of the projects through metrics• The typical measures are size (FP or LOC), effort(in person days), schedule
(in calendar days) and defects (in number)• The typical metrics are effort estimation variance, schedule estimation
variance, defect density, productivity• During metrics analysis, previously collected data is converted into
information that is used by the decision makers
• Statistical techniques like Run charts, Control Charts and Cause-and-Effect Diagram are used for Metrics Analysis and decision making
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Metrics Baselining• Process capability baseline is derived by Metrics Group of Quality every 4
months based on the data from completed projects
• It is calculated at Company-level and Unit-level.
• It indicates
– what performances have been achieved, and
– what the process is capable of delivering
• It is represented in two different ways
– Process Capability Limits
– Process Performance Percentiles
• It is used for
– Estimating performance of future projects
– Identifying areas for process improvements
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Project Knowledge Base (PKB)• Project Knowledge Base (PKB) in QUALIFY is a one point
reference to– Process database containing metrics data and baselines– Best Practices– Lessons Learnt– Risks– Tools– Sample Documents
• The information is collected from completed or ongoing projects in retros and intros
• The information is used in the projects for better execution• PKB is managed by the PMG
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Suggestion Handling
• Suggestions (and Ideas)– Can be given by any Associate– Will be received by the Process Management Group (PMG)– Are entered into the QMS Changes database in Qualify
• PMG– Takes action on the suggestions– Updates the QMS Changes database for process
improvement suggestions– Tracks the suggestion to closure
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Inspections
• Inspections are more structured than reviews• Inspections are mandatory for Project Plans, URD,
SRS, High Level Design document, User Documentation
• Inspections are mandatory for detailed design and code review when the team member– is new to the project– is new to the technology
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CAR and DP• Defect
– A defect is what was wrong or incorrect in the work product
• Defect Cause
– A defect cause is some preceding incident that brought about the defect
• Causal Analysis and Resolution (CAR)
– to analyze the defects
– to identify the causes for the same
– Using statistical techniques e.g. Pareto, Cause-and-Effect
• Defect Prevention (DP)– to implement actions that will prevent those defects from recurring
– The actions are reviewed for their effectiveness
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PMR and QMR - PMR• Project Management Review(PMR) Meetings
– are meant for monitoring the progress of the project at milestones
– attended by the PM, PL and the project team
– are used to decide on preventive and corrective actions wherever necessary
– are used for information sharing within the project team on project-based issues
• Inputs: Project Workbook
– QUANTIFY reports for metrics and DP
– Project Risk Report
– Internal Quality Audit and PPM Reports
• Output: MOM in Project Workbook
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PMR and QMR - QMR• Quality Management Review (QMR) Meeting is for
– Setting the Quality goals for Group within the frame work of Organizational Quality Goals
– Reviewing the plans and Progress– Resolving quality related issues– Learning and contributing towards Group /Organizational Quality
Journey– Attended by
BU Head (as Chairperson) PM Heads or equivalents Other persons, as decided by BU Head• Quality Representatives
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Team Charter• A team charter is a documentary evidence that establishes
roles and responsibilities of the project Team (PM, PL, TMs) with required authority
• In our context, Project Plan forms the team charter• The roles of the team members, their interaction
channels, interfaces and communication channels with the support units are established in the Organization structure in the project plan
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Shared Vision• Shared Vision is that common objective that drives us, as
teams, as a BU, as a company, etc.
• Examples of shared vision are:– Team level – Project plan, project requirements, project
standards, etc.
– BU level – BU vision, Orbit 5 journey, BU level measures and their percolation down to account and project levels
– Organization level – Quality Policy, Orbit 5, Qualify, standard tools like Quantify, Business objectives and directives
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Pareto Analysis• Pareto analysis is a process for ranking causes,
alternatives, or outcomes to help determine which should be pursued as high priority actions or opportunities for improvement
• It is a useful technique following 80-20 principle• Pareto charts can be used at various stages in a quality
improvement program to help select the steps to take next
• Pareto charts are essentially frequency counts or amounts displayed in descending order
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DAR
Decision Making Steps• Identify the decision to be made together with the goals it
should achieve
• Get the facts
• Develop alternatives
• Rate each alternative
• Rate the risk of each alternative
• Make the decision
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DAR
Decision Making Techniques• Pugh method or decision-matrix method• Brainstorming• Delphi Method• Software QFD
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OIDOrganizational Innovation and Deployment
• A first of the kind
• Originating from the activities of the Organization
• A thought wave envisioning benefits
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Let’s participate in the Quality Journey!
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