Delivering Value through High Maturity 3rd International ...minisites.qaiglobalservices.com/HMBP_2012... · Title: Presentation Title 24 pts can spread over 2 lines Presentation to

Confidential | Copyright © Larsen & Toubro Infotech Ltd.

September 07, 2012

Delivering Value through High

Maturity

3rd International Colloquium on

High Maturity Best Practices (2012)

• Customer Perspective

• Demand for retaining same resources for a long time

• Year on year improvement in productivity

• Management Perspective

• Increase profitability

• Release of senior resources for new upcoming prospects

• Team Perspective

• Motivation and retention of the team

Typical Scenario in Long Running

Engagements

2 Confidential | Copyright © Larsen & Toubro Infotech Ltd.

Expectations

Rotation of resources without impacting customer

satisfaction

Key Challenge

• Critical billing application for a key customer

• Part of an engagement running for last 7 years

• Critical success factor - On time delivery

• Sudden ramp up of resources

• Missed deadline or Fire fighting to meet deadlines

• Impact on customer satisfaction

• Huge Variation in Productivity

• Difficulty in work load-balancing between old & new resources

Typical Maintenance Project : A Case Study


Problem faced during resource rotation and ramp-up

Project Overview/Background

• Analysis of work items : Study of pattern

• Analysis of customer feedback

• Analysis of high variation in productivity

Typical Maintenance Project : A Case Study


Approach to address the problems faced

Need to Analyze further

Two patterns observed

-> One group of Data points clustered around mean

-> Other group of Data points had high variation

Statistical Monitoring – Variation in Productivity

Confidential | Copyright © Larsen & Toubro Infotech Ltd. 5

Effort per Complexity Points (EPCP) plotted in control charts

using Project baselines

Analysis of the scenario

UCL, 0.7107

LCL, 0.322

Mean, 0.5164

USL, 0.73

LSL, 0.325

Pattern of work items


Analysis of work item pattern

Work items classified into two categories

• Repetitive

• Non Repetitive

Pattern Analysis

• Two Baselines derived for new stratifications Baselines

• Hypothesis test to identify difference

between productivity of two stratifications

• No significant difference between

Repetitive & Non Repetitive

Hypothesis Test

• Reject this stratification of

work items

• Continue using initial Project

Baselines

Decision

Further Analysis of the problem


Further

Analysis

• Few Data points close to Upper Control Limit (UCL)

• High variation in productivity

• Work items with low productivity executed by new resources

• Certainty level for completing the work items on time was low (33%)

Stratification based on resources


Based on pattern in control charts, two new

stratifications were identified:

• Old Resources

• Newly joined Resources

Pattern Analysis

• Two Baselines derived for new stratifications Baselines

• Hypothesis test proved significant

difference between the datasets of

productivity of ‘Old resources’ and ‘Newly

joined resources’

Hypothesis Test

• Productivity for new and old

resources is significantly different

• Need to improve productivity of

new resources

Conclusion

Trigger for Causal Analysis & Resolution (CAR)


Fish Bone Analysis


Root Causes Identified

Causes and Corrective/Preventive Actions


Knowledge Transition Plan not comprehensive enough to cover

all functional and technical aspects

• Update Knowledge Transition plan

• Enhance Knowledge Capture Document

Successful completion of Knowledge Transition not ensured

• Introduce Certification process to ensure successful and

effective completion of Knowledge Transfer

• Periodic tests of newly joined resources on completion of

Knowledge Transition milestones

Time Constraint for Knowledge Transition & Training

• Develop E-learning capsules

• Recording of KT sessions

• Plan for on-job training

Effectiveness Analysis - Results


Conclusion

• Statistical analysis done for data points after implementing

actions derived from CAR

• Hypothesis test (Kruskal Wallis Test) for EPCP of two

scenarios (before and after implementation of CAR) shows

significant improvement

Quantitative

Improvements

• 14% improvement in total PDLC productivity

• Increased certainty level of completing the work

items within the estimated timeframe from 33% to

72%

Benefits


Benefits to Customer

• Increased productivity which resulted into cost saving of $12K in

6 months timeframe

• Consistent On-time delivery

• Increased Customer Satisfaction Index (from 3.9 to 4.8 )

• Transformed from one of the vendors to preferred partner

Benefits to project

• Quick and effective ramp-up of resources

• Improved project profitability

• Confidence and morale boosting to the team after receiving various

• awards and appreciations from customer

Benefits to Organization

• A role model for other long term engagements facing similar challenges

• A key differentiator for awarding many more business from the same

customer

Contact Information

Madhavi Tipnis

– Software Quality Analyst, Quality Group, L&T Infotech

– [email protected]

– Phone: Desk - 022-67952194

Pallavi Choudhary

– Senior Manager, Quality Group, L&T Infotech

– [email protected]

– Phone: Desk – 022 – 67952813

Website : www.lntinfotech.com


mailto:[email protected]

mailto:[email protected]

http://www.lntinfotech.com/

Thank You

Our Business Knowledge,

Your Winning Edge.

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Delivering Value through High Maturity 3rd International ...minisites.qaiglobalservices.com/HMBP_2012... · Title: Presentation Title 24 pts can spread over 2 lines Presentation to