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This is a paper presented at the 3rd International Colloquim on High Maturity Best Practices held on Sept 7, 2012, organised by QAI. Collabera's team - Mosesraj R, Smitha Thumbikkat & Haripriya Dittakavi, bagged the 1st prize in the High Maturity Leadership Awards for 2012, for this paper.
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F = m a Keeping up the momentum
By
Mosesraj R, Smitha Thumbikkat, Haripriya Dittakavi
Collabera Solutions
Bangalore
Force = Mass * Acceleration
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J D Power and Associates Survey, 2012 states the quality of the cars rolling out of U.S. dealer showrooms has reached the highest level ever. “This is, without doubt, the best level of quality we’ve ever seen,” said Dave Sargent, vice president of global automotive at J.D. Power.
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60% of the process improvements fail
- Wallstreet Journal
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Today’s meeting agenda is customer issues, work completed, plan for
next week….….
Wanted to highlight the customer issue, basically it
is not our fault….
I was looking into that issue, I believe deep beneath process which caused this issue needs
improvement….
I get your point, but let us first focus to fix it and look at the other agenda of the meeting..
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- Assessment
Effort towards maturity Vs returns
One size fits all Process for everyone
Mere Satisfaction Celebrating value
Myopic Large scale improvements
Silos Do it together
Empowering SQA
If you value it, brand it
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Source Monitor Usage
Address Browser Compatibility
Requirements structure
Test case adequacy Code
structure
Structural application profile
Improve Peer Unit Testing
Myopic Large scale improvements
• Improve order flow through
• Optimize application performance
• Improve maintainability
• Reduce number of patches in a release
• Improve cycle time for support tickets
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Mere Satisfaction Celebrating value
SQA SPOC Pulse Performance
baselines Initiatives
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•Anchored by delivery heads
•Themes : Geeky PM, Effective manager, Owning to succeed, Influencing clients, etc
PMCrossroads
•Trained and certified auditors
•Auditors include Architects, PMs and SQA function
Internal Pool of assessors, CIA
•Joint enablement programs by delivery heads and quality team
•Anchor high value trainings with delivery heads – eg. PM-Advanced, Goal setting etc.
Enablement
Silos Do it together
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Estimation
Project Planning
Project scheduling
Work assignment by the
PM
Risks and
mitigation plans
CM Planning &
audits
Training & KM
Statistical Mgmt &
improvement
Task Planning
Tracking of work , effort
and defects
Issue tracking
Status & mgmt. reviews
App. processes &
templates
Ind. reviews and testing
Organizing work
products
Independent SQA audits
Causal analysis &
improvement
Work assignment by the
client manager
Task level status updates
to client
Managed Projects Client-driven Projects
One size fits all Process for everyone
SQA Empowered
SQA
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Empowering SQA
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Initiatives People Branding Industry Presence
Creating “Experts” on • Agile • Estimation • Statistics • ITIL • Change Management • Code Quality
If you value it, brand it
Improvement Culture
Client Value-Add
A process for Everyone
Celebrating Value
Do It Together
Big Picture
Empowered SQA
If you value it, Brand it
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Overall results
People coverage%
Participation by delivery in initiatives (number of people)
% business engagements under improvement scope
% Project level PI* initiatives mapping to client value add
Number of org level PI* initiatives
50% 70%
19 48
45% 60%
10% > 60%
2 4
Client level performance management (number of accounts)
3 6
A year back Now
*PI – Performance Improvement 14
Performance Shift
Development Baseline
• Slipped defects reduced 6%
• 100% within 5% schedule variance
• Pre-SIT improved from 49% to 73%
Maintenance Baseline
• Slipped defects reduced from 2% to 1%
• 100% on time delivery
• Pre-SIT improved from 55% to 72%
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Managed
Client Managed
Overall
% 4 and 5 rating
2011
2010
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Customer satisfaction
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• JD Power and Associates Survey, 2012
• “Where process improvements go wrong”, Wallstreet Journal, Jan 2010, Satya S Chakravorthy
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References
